Best Practices Report - Professional Engineers

Professional Engineers Ontario Council Succession Best Practice Report, Recommendations & Implementation Framework

February 26, 2020

Preparedby:JennHarrington,BESc.,MBA

JonathanBennett,C.Dir.Laridae

[email protected]

PEOCouncilSuccessionRecommendations&ImplementationFramework

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TABLE OF CONTENTS TABLEOFCONTENTS 2EXECUTIVESUMMARY 3INTRODUCTION 5

ProjectBackground 5ProjectTimeline 6ReportOrganization 6

CURRENTPEOSUCCESSIONPRACTICES 8DocumentReview 8CurrentCouncilMake-Up 10CurrentSuccessionPractices 12CurrentStateAnalysis 13

BESTPRACTICEREVIEW 15TrendsRelatedtoRegulatoryAuthorities 15RecentChangesatotherOntarioRegulatoryAuthorities 16BoardComposition&Competencies 18Board/CouncilDiversity 20PublicAppointments 22Non-ProfitBoard/CouncilSuccession 22

COMPARATIVEANALYSIS 24RECOMMENDATIONS 25IMPLEMENTATIONFRAMEWORK 32

Section1:Frameworktoimplementthesuccessionplanningprogram. 32Section2:DraftAnnualworkplanfortheSuccessionPlanningCommittee 34

SUCCESSIONTOOLS&TEMPLATES 36PEOCompetencyProfile 36

RecommendedPEOCouncilCompetencies 36CompetencyCriteria 38SampleSkillsMatrix 39

DraftGreen-LightAssessmentProcess 40CommunicationsFramework 41

WORKSCITED 42APPENDIXA:DocumentReview 45APPENDIXB:SPTFTermsofReference&CTLTFRecommendations 46APPENDIXC:SamplePEOCouncilSkillsMatrixandInventory 48APPENDIXD:DraftSPCTermsofReference 49


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EXECUTIVE SUMMARY InFebruary2016,PEOCouncilcreatedtheCouncilTermLimitsTaskForce(CTLTF).Itspurposewastoresearchandanalyzepracticesatotherself-regulatingorganizationsandengineeringassociationsacrossCanada.TheultimateresultofthisworkwastheadoptionoftermlimitsforCouncilmembersaswellastherecommendationtoestablishaSuccessionPlanningTaskForce(SPTF).CouncilthenpassedamotiontocreatetheSPTFandestablishabudgetforitswork.InFebruary2019,theSTPFissuedanRFPtocontractwithanexternalconsultingfirmtoassistwiththeworkofthetaskforce.Laridae,amanagementconsultingfirm,washiredforthisworkinApril2019.ThegoaloftheSPTFistodevelopacomprehensiveimplementationplanforasuccessionplanningcommittee,basedonbestpracticeresearch,thatultimatelyenhancesgovernanceofPEOCouncil.ThisdocumentdetailstheculminationofLaridae’sworkwiththeSPTF.Thedocumenthasbeenorganizedasfollows:

PARTAiscomprisedofanassessmentofPEOCouncil,bestpracticeresearchandrecommendations.

PARTBiscomprisedoftheImplementationFramework,includingadraftannualworkplan,andtoolstoaidwithimplementation.

AbestpracticesreviewwasundertakentobetterunderstandsuccessionwithinthecontextofaregulatorybodyintheProvinceofOntario.Thisreviewexploredtrendsrelatedtoregulatoryauthorities.Globally,therehasbeenincreasedexternalscrutinyofregulatoryauthoritiesresultinginstructuralchangestogovernanceformanyorganizations.Ingeneral,regulatorybodiesaremovingtowardshavingsmallercouncils,equallycomprisedofqualifiedapplicantsfromtheprofessionandthepublic,followingarobust,transparentappointmentprocess.TheOntarioCollegeofTeachersandtheCollegeofNursesofOntariorecentlyconductedreviews,resultinginmanycomprehensiverecommendations,includingimprovementstoCouncilandCommitteestructureandcomposition.Likewise,withtheadoptionofthenewProfessionalGovernanceActinBC,EngineersandGeoscientistsBritishColumbiahavesinceimplementedanewelectionprocessfortheirCouncil.

BasedonthebestpracticeresearchandanassessmentofPEOCouncilcurrentpractices,Laridaeismakingthefollowingtworecommendations:

Recommendation1:UndertakeaFullGovernanceReview

BasedonbestpracticeresearchwerecommendthatPEOundertakeafullgovernancereviewtoexaminestructuralchangesthatcouldbemadetostrengthenCouncil’sabilitytogoverntheorganization.Itisespeciallytimelygiventherecentadoptionoftermlimitsandtheimplementationofrecommendationsfromtheregulatoryreview.AgovernancereviewwouldensurethattheCouncilisinalignmentwithregulatorychanges.

Agovernancereviewwouldhavethenecessaryscopeandmandatetoproperlyconsider,andmakerecommendations,inlinewithchangesatotherregulatorybodies—indeed,itwasbeyondthemandateoftheSPTFtodothiswork.Thatsaid,interimactionswiththegoalofmorecloselyaligningPEOCouncilwithbestpracticesarebeingrecommendedhere.ThiswillbetterpreparePEOforsignificantchangestostructureiftheydooccurinthefuture.


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Recommendation2:ImplementInterimSuccessionPlanningPractices

Inadvanceofafullgovernancereview,thisrecommendationincludesinterimactionsthatwillhelpstrengthensuccessionplanningfortheorganization.Therecommendedactionsarebasedonbestpractice,andwhenbestpracticeisnotyetfeasible,includesinterimmeasuresthatcanbetaken.

Interimactionsincludethefollowing:

2A EstablishtheSuccessionPlanningCommitteetooverseeongoingsuccessionworkfortheCouncil.

2B Identifythepurpose,objectivesandprinciplestoguidesuccessionplanning.

2C Implementacompetency-basedsuccessionprocess.

2D Implementa‘greenlight’pre-electionassessmentprocessforallcandidates.

2E Increaseoversightoftheelectionprocess,creatingstricterstandardsformaterialscandidatesareabletopublish.

2F EnhancecandidatesandCouncillors’understandingoftheirrolesandresponsibilities.

2G EnhancememberawarenessoftheroleofCouncilandthenewsuccessionprogram.

2H Maintainadiverseandrobustpipelineofcandidates.

2I AppointCouncilofficerpositionsfromwithinelectedCouncillorstoensuresoundleadershipsuccession.

Tobesure,Councilhasmuchbeforeitand,assuch,successionplanningcanfeellessurgentthanotheritems.However,weseetheserecommendationsasincrementalandimplementable—buildingcapacityandstrengtheninggovernanceinsmallstepsresultsinaneasierchangeprocessdowntheroad,andpreparesPEOforlarger,structuralchanges(suchasanappointmentprocess)ifandwhentheyoccurinthefuture.


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INTRODUCTION

Project Background ProfessionalEngineersOntario(PEO)isthelicensingandregulatingbodyforprofessionalengineersintheProvinceofOntario.PEOisaregulatoryauthority,operatingundertheauthorityoftheProfessionalEngineersAct.AllengineersoperatinginOntariomustbelicensedbyPEO.TheoverallmandateofPEOistogoverntheengineeringprofessioninthepublicinterestbyensuringthepeopleofOntarioareservedbyengineerswhomeethighstandsoflearning,competence,andprofessionalconduct;byupholdingtheindependence,integrity,andhonouroftheengineeringprofession;andforthepurposeofadvancingthepracticeofengineeringandpublicwell-being.ThePEOisgovernedbyanelectedCouncil,comprisedofprofessionalengineersandothersappointedbytheOfficeoftheAttorneyGeneralofOntario.TheCouncilprovidesoveralldirectionfortheassociationandtheprofession.InFebruary2016,thePEOCouncilcreatedtheCouncilTermLimitsTaskForce(CTLTF)toresearchandanalyzepracticesatotherself-regulatingorganizationsandengineeringassociationsacrossCanada.TheultimateresultofthisworkwastheadoptionoftermlimitsforCouncilmembersaswellastherecommendationtoestablishaSuccessionPlanningTaskForce(SPTF).CouncilthenpassedamotiontocreatetheSPTFandestablishabudgetforitswork.InFebruary2019,theSTPFissuedanRFPtocontractwithanexternalconsultingfirmtoassistwiththeworkofthetaskforce.LaridaesuccessfullybidandwashiredinApril2019.ProjectScope:

§ AssisttheSPTFindeterminingthebestapproachtosuccessionplanningforthePEOcouncil,utilizingbestpracticesfornon-profitorganizations.

§ Providebackgroundinformation,bestpracticesresearch,andrecommendationsforthePEOtotheSPTF.

§ AttendmeetingsoftheSPTFtodiscussbestpracticesandtoproviderecommendationsforimplementation.

§ PreparethedraftreportoftheSPTFtoCouncil.ThereportwillincludeTermsofReferencefortheSuccessionPlanningCommitteeandadraftimplementationplan.

§ Thedraftimplementationplanwillincludekeyrecommendations,aschedule,amaintenanceandoversightprocess,andcommunication,andwillidentifypotentialoperatingexpensesforcandidatesearchesandtraining.

§ WorkwiththeSPTFtofinalizethedocumentsforsubmissiontopeerreviewersandthePEOCouncil.

§ AssisttheSPTFinpresentingitsreporttoCouncilbypreparingpresentationmaterialsandattendingtheCouncilmeetingtoprovideexpertiseduringthepresentation.


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Project Timeline

Report Organization Thisreporthasbeendividedintotwosections.PARTA: PARTAiscomprisedofanassessmentofPEOCouncil,bestpracticeresearchand

recommendations.MuchofthecontentofPARTAwaspresentedtotheSPTFaspreliminaryrecommendationsintheJuly03Report.Feedbackfromthecommitteehasbeenincorporatedintothisreport,aswellasadditionalresearchconductedsinceJuly,resultinginupdatedrecommendations.

PARTB: PartBiscomprisedoftheImplementationFramework,includingadraftannualworkplan,

draftcommunicationsframeworkandtoolstoaidwithimplementation.

Feb-April2019:RFPissued&Laridaehired.

May-September2019:Bestpracticeresearch,PEOdocumentreview,comparativeanalysisanddevelopmentofpreliminaryrecommendations.

September2019:FulldayretreatwiththeSPTFtoreviewthepreliminaryrecommendationsanddiscussnextsteps.

September2019:LaridaeattendanceattheSeptemberPEOCouncilMeeting.

September- December2019:SPTFpresentationstoPeerReviewCommittees.

November- December2019:Consolidationofresearch,feedbackfromSPTF&CommitteesintoFinalReportanddevelopmentoftheImplementationFramework.

January- March2020:PeerreviewofFinalReportandImplementationFramework.SPTFpresentationtoPEOCouncil.


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PART A

PEO SUCCESSION ASSESSMENT, BEST PRACTICE RESEARCH & RECOMMENDATIONS

Thissectionofthereportoutlines:• CurrentPEOsuccessionpractices• ABestPracticereviewofsuccessionpractices• AcomparativeanalysisofEngineeringRegulatoryBodiesacrossCanada• Recommendations


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CURRENT PEO SUCCESSION PRACTICES ThecurrentstateanalysisinvolvedareviewofPEOdocuments,areviewofcurrentcouncilmakeup,andcurrentsuccessionpractices.

Document Review Aspartoftheassessment,areviewofexistingPEOdocumentswasundertaken.Thisincludedareviewofexistingpoliciesandprocedures,committeetermsofreference,andreports.AlistofrevieweddocumentscanbefoundinAppendixA.

OnereportthatisofsignificantvaluetothisprojectistheCouncilTermLimitsTaskForce(CTLTF)

ReportandRecommendations(ProfessionalEngineersOntario,2017),discussedduringtheJune2017PEOCouncilMeeting.

TheCTLTFwascreatedtoanalyzethepracticesofotherself-regulatingorganizationsandengineeringassociationsinCanada,specificallyrelatedtotermlimitsandsuccessionplanningforCouncilpositions,andtoprovideareporttoCouncil.ThereportdescribesthehistoryofPEOCouncilmembership,providesbestpracticeresearchandprovidesaseriesofrecommendationsrelatedtotermlimitsandsuccessionplanning.

Overall,thecommitteerecommendedthattermlimitsbeestablishedforCouncilpositionsandthataSuccessionPlanningTaskForcebeimplemented.TheserecommendationswereapprovedbyCouncil.

SuccessionplanningbestpracticesidentifiedintheCTLTFreportinclude:

- StrategicCommittee:Establishingacommitteechargedwiththetaskofdevelopingarecruitmentstrategyisimportant.Thecommitteemustutilizeacontinuousprocess,lookingatbothcurrentandfuturevacancies.

- BoardAssessment:Alistofskills,competenciesandexperiencesneededforeffectiveboardgovernanceshouldbeestablishedbythecommittee.Aboardmemberassessmentshouldbecompletedannuallythatstudiespersonalcompetency,skillsassessment,andboardefficacyneeds.Adirectorcompetencymatrixcanthenbedevelopedtodescribethecompetencies,skillsandexperiencesofthecurrentdirectorsandthekeycompetenciesrequiredfornewdirectors.Indevelopingthematrix,existingneedsshouldbelistedalongsidethecompetencieseachcurrentdirectorhas.Fromthis,theskillsgapsaredetermined.

- BoardOrientationManual:Itisveryimportantthatprospectivecandidatesandnewboardmembershaveanup-todateboardmanual.

- BoardTraining:ThisshouldbeprovidedforallBoardmembers,notjustfornewmembers.Itisimportanttothinkoutsidetheboxwithnewinnovativemethods:onlinecourses,podcasts,conferences,workshops,mentoring,etc.Sharingexperiencesandknowledgenotonlyhelpsmembersbutproducesasenseofcollegialityontheboard.

- BoardComposition:Inadditiontoskillsandcompetencies,itisalsoimportanttoselectcandidatesbasedontheirfitwiththeorganization’scorevalues.Whenthereareexternalappointments,asuccessionplanningprogramshouldbeconductedinconcertwiththeexternalbody.Theprimarypurposeofsuchaprogramistoensuretheboardcontainsdirectorswithskillsandexperiencerelevanttotheorganization’sstrategicdirectionsandoperatingenvironment;theknowledgeandabilitytoworkwithcolleaguesanddeliverahighstandardof


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governanceperformance;andtoensurethatsomedirectorshavegeneralgovernancequalificationsandotherspecializedcontentknowledgetoensuretheboardiswell-balanced.

- SuccessionPlanningforElectedBoards:o Itisimportantthatanysuccessionprocessbetransparentandwell-communicatedto

members.o Someorganizationsimplementapre-electionassessmentprocess,wherean

independentpanelassesseseachcandidateagainsttheskillsandcompetencyrequirementsandprovidesarankingtohelpmemberswiththeirvote.

SuccessionplanningrecommendationsidentifiedintheCTLTFreportinclude:

1. CouncilmustidentifytheskillsandexperiencethatthebestCouncillorswouldexhibit.2. Thesearchcommitteeshouldemploythedefinedskillslisttofindsuitablecandidatesinthe

engineeringcommunity.3. PEOmustdevelopaleadershipprogramandprovidetrainingopportunitiesforinterested

candidatestoupgradetheirskillsetsintheareasthataredeemedofvalue.4. AFutureLeadersSymposiumshouldbeheldyearlyorbi-annuallytointroducePEO,the

organizationandleadershippossibilitieswithintheorganization,toyoungvolunteers.5. TheelectoratemustbeeducatedonthenecessaryskillsandcompetenciestolookforinCouncil

candidates.6. Councilshouldundertakeagapanalysisonanannualbasistoidentifyweaknessesincurrent

councilmake-upandidentifyappropriatecriteriaforstrengtheningtheteam.7. TheengineeringpublicmustbeeducatedintheimportanceofCouncil’sroleinregulatingthe

profession.Thismayincreasetheinterestofsuitablecandidatestoaspireforservicetotheirprofession.

8. PEOmustworkwithengineeringcompaniestoencouragewaystofacilitatetheiremployeestoconsiderservicetotheprofession.

9. Determineifitispossibletoremovebarriersthatimpedecertainvolunteersofaspecificdemographic(specificallyageandfamilystatus)fromservingonCouncil.

10. PEOmustsetasidemoneyfortrainingandpossiblyemployercompensation.11. TheCouncilManualshouldbeupdatedandmademorecompletesothatitcanbeusedfor

informationandtraining.12. AmentorshipprogramshouldbesetupfornewCouncillors.13. HRCmustcommunicatetothePublicAppointmentsSecretariatourskills/competencies

guidelineforLieutenant-GovernorAppointedCouncillors.Theseappointments(ifstaggeredintime)mayalsoassistinfulfillingourgapanalysis.

PEOrecentlyundertookagovernancereviewlimitedtoitsroleasaregulator.ThefollowingexcerptisrelevanttotheworkoftheSPTFandourrecommendations:

3.23VolunteershavesignificantcontrolofPEObutarenotheldtoaccountinthesamewayasprofessionalstaff.Electedvolunteersareaccountabletotheirelectoratenotthepublic.Thosemembers’interestsarereflectedinmanycandidatestatementsatelectiontime.Candidatesaimto‘empowerthemembers’,‘improvecommunicationwithchapters’,andensurethereis‘nomembershipfeeincrease’.Onlyrarelyistherementionofprotectingthepublicorimprovingregulationofengineers.

AnotherrelevantPEOdocumentistheorganization’s2018-2020StrategicPlan.Clearly,itisimportantthatanysuccessionprogrambetiedtoorganizationstrategies,aswellasitsmission,visionandvalues.


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Developedaftertwoyearsofstakeholderconsultation,theplanfocusesonninestrategicobjectives,coveringthreepriorityareas:protectingthepublicinterest,engagingstakeholdersandadvancingPEO’smission.

Current Council Make-Up ThePEOCounciliscurrentlymadeupofelectedandappointedmembersforamaximumnumberof29members(includes12LGAmembers).ExcerptsfromSection7.2oftheCouncilManual(ProfessionalEngineersOntario,2011)areshownbelow(initalics):

CompositionofCouncil-ElectMembersThecompositionofCouncilisprescribedbysection2ofRegulation941undertheAct.FifteenofPEO’sCouncillorsareelectedbyPEOmembersasfollows:

- aPresident-elect,whoassumesthepositionofPresidenttheyearfollowinghis/herelection;

- aVicePresident;- twomemberswhoareelectedineachofPEO’sfiveregions–atotalof10**;and- threememberswhoareelectedfromthemembers-at-large*.

ThereisnorestrictionregardingwhomaybeelectedorappointedasanofficerofPEOotherthantherequirementstobeamemberofPEOandtobenominatedforelectiontoCouncilasPresident-elect,VicePresidentoraCouncillor-at-Largebynofewerthan15otherprofessionalengineers,includingatleastoneresidentineachRegion.TheonlyqualificationmembersmustmeettobeeligibleforelectiontoCouncilasRegionalCouncilloristhatthemembermustbenominatedbynofewerthan15otherprofessionalengineersandmustresidewithintheRegioninwhichheorsheistobeelected.Eachyear,CouncilappointsaCentralElectionandSearchCommittee.ItspurposeistoencouragememberstoseeknominationforelectiontoCouncilasPresident-elect,VicePresidentoraCouncillor-at-Large.CouncilalsoappointsRegionalElectionandSearchCommitteesandtheirpurposeistoencouragemembersineachregiontoseekelectionasCouncillorfortheirregion.TheelectionproceduresarereviewedandapprovedbyCouncilannually.

CompositionofCouncil–Appointments(LieutenantGovernorAppointees)InadditiontoCouncillorselectedbythemembership,upto12PEOCouncillorsareappointedbytheLieutenantGovernorofOntarioandareknownasLieutenantGovernor-in-CouncilAppointees,orLGAs.

SomeLGAsareprofessionalengineersappointedtoensurerepresentationofallmajorengineeringdisciplines,somethingthatcan’tbeguaranteedthroughtheelectionprocess.Othersarelaypeoplewhorepresentthebroaderpublic,andprovideCouncilwiththeperspectiveofnon-engineeringpractitioners.ThishelpsgivebalancetoCouncildeliberations.LayLGAsplayanimportantroleinensuringtheassociationtakesfullaccountofthepublicinterestinitsdeliberationsanddecisionmaking.

AsnotedinBy-LawNo.1(sections28and29),LieutenantGovernorAppointeesareequalmembersofPEOCouncilandcarrythesameresponsibilitiesaselectedmembers.UndertheAct


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anditsRegulation,certainroleswithintheregulatoryprocessrelatedtotheRegistrationCommitteeandthecomplaintsanddisciplineprocessesmustbefilledbyLGAs.

InformationabouttheAppointmentprocessforPEOisavailablefromtheGovernmentofOntarioathttps://www.ontario.ca/page/public-appointmentsandspecifictothePEOathttps://www.pas.gov.on.ca/Home/Agency/435.AccordingtothewebsitetherearecurrentlythreeLGAvacancies.

LGATerm:Ineachyear,thepersonstobeappointedbytheLieutenantGovernorinCouncilareappointedforoneyear,twoyearorthree-yeartermsinorderthatone-third,orasnearlyaspossible,areappointedineachyear.Apersonwhosetermhasexpiredisdeemedtohavebeenreappointeduntilhisorhersuccessortakesoffice.

CommitteeswithRequirementsforCouncilMembersasMembers

TheRegistrationCommitteeshallbecomposedofnotfewerthantwomembersofCouncilwhowereappointedtoCouncilbytheLieutenantGovernor-in-Council.

TheComplaintsCommitteeshallbecomposedofatleastonememberofCouncilwhowasappointedtoCouncilbytheLieutenantGovernor-in-Council.

TheComplaintsReviewCouncillorshallbeappointedbyandfromamongthemembersofCouncilappointedbytheLieutenantGovernor-in-CouncilwhoarenotmembersofPEOandisnoteligibletobeamemberoftheComplaintsCommitteeortheFeesMediationCommittee.

TheDisciplineCommitteeshallbecomposedofatleastonepersonfromamongthemembersofCouncilelectedtoCouncilandamemberofCouncilappointedbytheLieutenantGovernor-in-Council.

PEORegionsForPEOelectoralpurposes,theprovinceisdividedintofiveregions.TheboundarydescriptionsaredescribedinSchedule1ofRegulation941undertheProfessionalEngineersAct.Theboundariesarebasedonpostalforwardsortationdesignations,municipalboundaries,andfixedgeographicfeatures.Copiesoftheregionalmapsmaybefoundatsection12.8(ReferenceMaterial).

Eachregionincludesanumberofchapters,andisrepresentedbytwoCouncillors,electedinalternateyearstotwo-yeartermswiththeresultthathalftheRegionalCouncillorsmayturnovereveryyear.Thereareatpresent36chapterslocatedthroughoutOntario.

Thefiveregionsare:NorthernRegion(sevenchapters);EasternRegion(sevenchapters);WesternRegion(ninechapters);EastCentralRegion(sixchapters);andtheWestCentralRegion(eightchapters).

RegionalCouncillorshavedualroles:TheyarepartofPEOCouncil,andtheyalsositonPEO’sRegionalCouncillorsCommittee(RCC),whichisresponsibleforrepresentingchapterandregionalintereststoPEOCouncilandtakingCouncil’sperspectivestothechaptersandregions.

TheRegionalElectionandSearchCommitteeforeachregionisresponsibleforencouragingatleastonememberresidinginthatregiontostandforelectionasRegionalCouncillor.The


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RegionalElectionandSearchcommitteesarechairedbytheJuniorRegionalCouncillorineachregionandmembersaretheservingchairsofeachchapterintheregion.

RegionalCouncillorsCommittee/RegionalCongressesTheRCCisaformalmechanismforbilateralcommunicationbetweenPEOandtheregions,establishedwithinthegovernancemodeloftheassociation.

ThroughBy-lawNo.1,acommitteeofchapters,knownastheRegionalCongress,hasbeenestablishedineachregion.ThreeRegionalCongressesareheldayearineachregion,inFebruary,JuneandSeptember.

ChaptersPEOmaintainsasystemofgeographically-basedchaptersasforumsforgrassrootsparticipation,professionaldevelopment/affiliation,andplanningofcommunityevents.

ChaptersarerecognizedasanintegralpartofPEO.TheyareconsideredtobeasubcommitteeoftheRegionalCouncillorsCommittee(RCC).PEOchaptersarethelocalpresenceforProfessionalEngineersOntarioandaretaskedwiththeresponsibilityofassistingPEOinmeetingitsobjectives.ThisformalrecognitionwasconfirmedwiththeestablishmentofTermsofReferenceforthechaptersthatwereapprovedbyCouncilinJune2004.Thesecanbefoundinsection12.6(ReferenceMaterial).

ChaptershostceremonieswelcomingnewPEOmembersintotheprofessionandpresentinglicensecertificates.ThechaptersystemisatraininggroundforvolunteersinterestedinseekingelectiontoPEOCouncilandparticipatinginPEOcommitteesandtaskforces.Itisadynamicmodelofvolunteerorganization.

Current Succession Practices AspertheCTLTFreport,priorto1999,PEOhadanominatingcommitteethatspecificallynominatedcandidatesforelectiontotheCouncil.In1999,PEOshifteditselectionpreparationsfromnominatingqualifiedcandidatestosearchingforandencouragingcandidatestorunforpositionsonCouncil,withtherationaletodemocratizetheprocessandtoensureopencompetitionforthepositions.Recentchangesincludetheadoptionoftermlimitsaswellasopeningupthepresident-electandvice-presidentpositionstothosewithoutpriorCouncilexperience.Termlimitrecommendations,asapprovedbyPEOCouncil,June2017,areincludedinAppendixB.TheCentralElectionandSearchCommittee(CESC)iscurrentlyresponsibleforseekingoutqualifiedcandidatesfornomination.Aspertheir2018/2019workplan,theyaretoencouragememberstoseeknominationforelectiontotheCouncilaspresident-elect,vice-president,oracouncilloratlarge(atleasttwocandidatesforoneortwopositions),reviewcomplaints,reviewtheelectionprocess,aswellastodevelopabroaderelectioncommunicationsplantoincreasevoterparticipation.Theyhavealsoworkedtodevelopagreaterunderstandingofwhymembersarenotengagedintheelectionprocess,forexamplebyundertakingresearchthroughanIpsosReidsurvey(IpsosReid,2013).InadditiontotheCESC,eachofthefiveregionshasitsownRegionalElectionandSearchCommitteetohelpidentifypotentialcandidatesforelection.


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Twopipelinestosearchforcandidatescurrentlyexist–throughcommitteesandthechapters.Thereisnorequirementthatcandidatesbeamemberofachapterboardpriortorunningforcouncil.Threedocumentsexisttoguidecandidatesthroughtheelectionprocess:TheElectionVotingProcedures,CouncilElectionGuide,andtheElectionsPublicityProcedures.ThesedocumentsprovidecomprehensiveinformationabouttheCouncilelectionprocess,aswellasinformationforcandidatesaboutthedutiesofCouncillors,termlimits,timeexpectationsandcompetencies(basedonvalues).Allthreedocumentsareupdatedonanannualbasis.Oncetheelectionisinprocess,theChiefElectoralOfficerdealswithcomplaintsandmonitorstheprocess.Successionplanninghasbeenimplementedforcommittees—HRworkplansaredevelopedonanannualbasistounderstandcurrentandfutureneedsofeachcommittee.TheHRworkplansidentifycurrentandtargetcorecompetencies,experiencelevel,gender/diversity,geographicrepresentation,etc.TheCouncilManualoutlinestheprocessforcommitteesveryclearly.

Diversity

Diversityisaconcernformanygoverningboards.Currently,thePEOcouncilisquitegenderdiverse.Thisispartlyduetoconcertedeffortstorecruitwomentorunascandidatesinthepreviouselection,resultinginmorefemaleCouncillorselected.DiversityofCouncilhasalsobeenassistedbythegovernmentthroughtheLGAappointmentprocess.AnEquityandDiversityPolicy,approvedin2013(containedwithintheVolunteerManualandonthePEOwebsite),outlinestheorganization’sequityanddiversityexpectations,thoughtherearenoclearguidelinesonhowtoachievediversityorspecificallywhatdiversitymeans.Councilhasrecentlyapprovedarevisedworkplanforthe30by30TaskForce-createdtosupportEngineersCanada’s30by30initiative,acommitmenttoraisingthepercentageofnewlylicensedengineersinCanadawhoarewomento30%by2030,andtodevelopandactonaplanforPEOtohelpresolvegenderinequity.TrainingandOrientation

AsoutlinedonthePEOwebsite,aVolunteerManualhasbeendevelopedforvolunteers.ThemanualiscomprehensiveandoutlinesinformationaboutPEO’sregulatoryrole,itsgovernancestructureandvolunteerpoliciesandprocedures.Inaddition,threetrainingmodulesareavailabletoassistintheonboardingprocess.ThereisalsoaPEOCouncilManualforCouncilmembers.

Current State Analysis Basedoninformationgatheredthroughthedocumentreview,conversationswithSPTFmembers,andkeyinformantinterviews,thefollowingsuccessionrelatedissueshavebeenidentified:LowMemberEngagement

- Thereis,historically,lowmemberengagementandvoterturnoutforCouncilelectionsdespiteattemptstoincreaseturnout(candidatewebcastsande-blasts,townhalls).FromthemostrecentDimensionsmagazine(PEO,2019),12.4%ofPEOMembershipvotedin2019,adownturnfrom2018,when13.2%voted.

LimitedCandidatePool

- Thetwopipelinesforsearchingforandidentifyingpotentialcandidatesareinsufficient.Insomegeographicareas,candidatesareacclaimed.Councilcommittees(whichisoneofthepipelines)


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tendtobepopulatedbyexperienced,dedicatedvolunteerswhohavealreadysatonotherCouncilcommittees.Someyoungermemberswhohaveexpressedadesiretobeonacommittee,andhaveapplied,havenotbeenselected.

- Therearedifficultiesfornewcandidatestorunagainstincumbentsduetonamerecognition.- Largerchapterstendtonaturallyprovidemorevotes.- Prospectivecandidateslacktheknowledgetofullyunderstandtherolesandresponsibilities,

andthetimerequirements,ofCouncillors.Trainingisprovidedtotheleadershipofcommitteesandchapterstodevelopleadershipskills,butnotforgovernanceorregulatorycompetency.

- Duetotherecentimplementationoftermlimits,thereisconcernthattherewillbeinsufficientindividualstofillgapsleftbyCouncilvacancies.

- ThereislittleemployerengagementwithregardstoCouncilmembership.Thereareopportunitiestoimprovecommunicationstoemployerssotheyunderstandthevalueofhavinganemployeeoncouncil(andunderstandtimerequirements).

- Councillorsareexpectedtospendsignificanttimeoncommittees,ofwhichtherearemany.Thetimerequirementislikelyadeterrenttosome.

BoardComposition

- Corecompetenciesforcouncilpositionshavenotbeendeveloped.Councilmembersarenotselectedbasedontheircompetencies.AttemptstocoverperceivedgapsmaybemadebythegovernmentthroughtheLGAs.However,theLGAprocessisopaque.Attimes,CouncillorswhofailtobeelectedgothroughasLGAsinstead.

- ThereisalackofroleclarityinregardstoCouncil’sroletogovernaregulatorybody.SomeCouncillorsseemtofeeltheirroleisinsteadtorepresentmemberinterests.

- Counciltendsnottoberepresentativeofthemembership’struediversity.Forexample,therehasbeendifficultyrecruitingyoungerengineersandfemaleengineers.

- LGAappointees’termsmaychangewithchanginggovernment,leavingtermsunfulfilled.- PresidentandPresident-ElectarenotrequiredtoserveonCouncilpriortorunningforthese

positions.Inaddition,thereispotentialforCouncilChairnottobetheelectedPresidentandasecondCouncilVice-PresidentiselectedfrommembersofCouncil.

ElectionProcess

- Therehasbeenasuggestionthattheelectionperiodistoolong(fiveweeks,withthreeweeklye-blaststowardstheendofthisperiod).Votingbeginsbeforeallofthee-blastshavebeensent.

- ThereisnorequirementthatcandidatesbeamemberofachapterboardpriortorunningforCouncil.Aswell,thereisnorequirementthatcandidatesrunningforthepositionofPresidenttohavebeenonCouncilfirst.

- ItwasnotedthatthereisanopportunitytoensureCouncilmembersarebetterinformedabouttheirrolesandresponsibilitiesasCouncilmembers–priortotheelectionprocess,andonceelected/appointed.ItisespeciallyimportanttoensureCouncilmembersunderstandtheirresponsibilitytoprotectthepublicandimproveregulationofengineers,aswellastheimportanceofalignmentbetweenboardobjectivesandtheorganization’sstrategicplan.

- Somecandidatessubmitnominationpapersattheverylastminute.- Thereisnooversightofcandidateelectionmaterials.PEOstaffareprohibitedfromeditingor

makechangestoanyoftheinformation,evenifisnotfactual.- Thereisnotarequirementforcandidatestoundergoacriminalrecordcheck.


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BEST PRACTICE REVIEW AbestpracticesreviewwasundertakentobetterunderstandsuccessionwithinthecontextofaregulatorybodyintheProvinceonOntario.Thefollowingtopicswereexplored:

1. Trendsrelatedtoregulatoryauthorities2. RecentchangesatotherOntarioregulatoryauthorities3. Boardcomposition&competencies4. Boarddiversity5. Non-profitboardsuccession6. Boardappointments

Trends Related to Regulatory Authorities Globally,therehasbeenatrendofincreasedexternalscrutinyofregulatoryauthorities.Thisincludesheightenedgovernmentoversightandinterventioninregulatorypractices(Barry,2014).InCanada,especiallyinBritishColumbia,therehavebeenmultiplereportsexploringgovernanceofregulators,especiallywithinthehealthsector.

AccordingtoablogpostbyJamesCasey(Casey,2019),apartneratFieldLawinBritishColumbia,“professionalregulatorsshouldbeawarethatthepoliticalwindsareblowing,”andprofessionalregulatorsneedtotakeheed.Hestatesthat“societalandpoliticalskepticisminCanadaofthesocietalvalueofself-regulationisatanall-timehigh,andthattherearetrendstowardsrebalancingcouncilstoincludeamajorityofpublicmembers,aswellasrethinkingtheroleofcouncilstoconsidermerit-basedappointmentsratherthanelectingmembers.”

L’OrdredesingeniéursduQuébec,Québec’sengineeringregulator,recentlyreturnedtofullregulatorystatusaftertheimplementationofa2.5-yeartrusteeshipduetofinancialinstabilityandinabilitytoeffectivelyregulateanddisciplinetheengineeringprofession.

InNovember2018,theBCgovernmentpassedtheProfessionalGovernanceAct,whichconsolidatedgovernmentoversightofthefiveprofessionalregulatorsforengineeringandgeoscience,forestry,agrology,appliedbiology,andappliedsciencetechnologyunderanewOfficeoftheSuperintendentofProfessionalGovernance(Engineers&GeoscientistsBristishColumbia,n.d.).TheActprovidesaframeworktobeadministeredbyanewOfficeoftheSuperintendentofProfessionalGovernance,forconsistentgovernancestandardsacrossthefiveregulators.Thesestandardsinclude:

1. Increasingpublicrepresentationandinstitutingamerit-basednominationprocessforCouncil;2. Settingcommonethicalprinciples;3. Requiringcompetencyandconflictofinterestdeclarationsfromqualifiedprofessionals;4. Strengtheningprofessionals’dutytoreportunethicalconductofotherprofessionals;5. Providingwhistleblowerprotectionstothosewhoreport;and6. Enablingprofessionalregulatorstoregulatefirms.

EngineersandGeoscientistsBritishColumbiahavesinceimplementedanewelectionprocessfortheirCouncil.Ontheirwebsite,theyoutlinethenewcandidateselectionprocess,wellasdescribetheroleofcouncil,skillsandexpertise,commitmentandeligibility.Thescreensnapshot(onthefollowingpage)providesabriefoverviewofhowtheirelectionprocesshaschangedwiththeadoptionofthenewAct


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(EngineersandGeoscientistsBritishColumbia,n.d.):

Recent changes at other Ontario Regulatory Authorities

Asaresultofthisincreasedscrutiny,someprofessionalregulatorshaveundertakengovernancereviewstoensuretheyarewellpositionedtodefendtheirroletogovernment.TheCollegeofNursesofOntario(CouncilofNursesofOntario,2017)recentlyundertookagovernancereviewofitsCouncil,which,likePEO,isaprofessionalregulatorybody.Thepurposeofthereviewwastopositiontheorganizationasaleaderinregulatorygovernance.Thereviewinvolvedanengagementprocess,aliteraturereview,areviewoftrendsandbestpractices,andareviewofsurveysundertakenbyotherregulators.Thefollowingrecommendationsweremade:

1. Decreasethesizeofthecouncilfrom37to12membersa. Why:Smallboardsmakemoreeffectivedecisionsandfosterinputfromalldirectors.As

well,regulatorygovernanceismovingawayfromlarge,representativeelectedboardstosmaller,competencybasedappointedboards.

2. Theboardwillhaveanequalnumberofpublic(6)andprofessionalmembers(6).


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a. Why:Reinforcespublicconfidencethattheboardisfocusedonthepublicandnotonprofessionalinterests;reflectstheboard’scommitmenttothepublicinterest;and,isthebestcompromisebetweenpublictrustandmaintainingprofessionalexpertise.

3. Directorswillbeselectedbasedonhavingthecompetenciesneededfortherolea. Why:Literaturesupportscompetency-basedboards;amovetocompetency-based

boardsisarecenttrendinregulatorygovernance;publicconfidencewillbeenhancedifskillsandcompetenciesontheboardaretransparent.

4. Movefromanelectiontoacompetency-basedapplicationandappointmentprocessviaanominatingcommittee.

a. Why:Allowstheboardtobuildandmaintainastrong,competentgrouptosupportevidence-informed,publicfocuseddecision-making;ensuresneededdiversity;thereisevidenceintheregulatoryliteraturethatelectionofmembersofaregulatorboardsetsupaninherentconflictandpotentialmisunderstandingoftheroleamongmembersoftheprocessionwhobelievetheyarebeingrepresented.

5. Implementatransparent,andopenappointmentprocess.Includesattendanceatabootcamppriortoapplyingtoensureunderstandingaboutneededcompetencies,boardrolesandcommitment.

SimilartotheOntarioCollegeofNurses,theOntarioCollegeofTeachersalsorecentlyundertookagovernancereview.FromareportdraftedfortheOntarioCouncilofTeachers,byGovernanceSolutions(GovernanceSolutions,2018),

“Therearetwomainschoolsofthoughtregardingself-regulatorygovernancemodels.Theseemergedclearlyfromthemaindiagnostics–i.e.authoritativeresearch,comparatorpracticesandtrends,researchsurveys,andinterviews–asdistinctapproachestoself-regulation.

Oneisarepresentativeapproach. Thefundamentalpreceptinthismodelisthatmembersoftheprofessionarebest–perhapsuniquely–suitedtoregulatingtheirprofession.Thisencompassesaccreditationandstandardssetting,aswellasinvestigationsandhearingsonreportedbreaches:teachersarebestsuitedtounderstandboththeprofessionalexpectationsandthejobcontextofsituations.ThisextendstothecompositionoftheCouncil(governingbody)andCommittees(whichconvenepanelsandcommitteemeetingstohearcasesandrenderdecisions).Teachersandothermembersoftheprofessionshouldmakeupatleastthemajorityofeachofthese,atalllevelsofgovernance,toensurethattheprofession’sexpectationsandcontextareappropriatelyexpressed,andtobringapeerreviewtopotentialbreaches.Perhapsmoresubtly,themandateandstrategicprioritiesoftheregulatorybodyextendto–andmayevenfocusprimarilyon–theprotectionandadvancementoftheprofessionitself. Asecondisaregulatoryapproach. Thefundamentalpreceptinthismodelisthattheprotectionofthepublicinterestisparamountinthemandateofthebody,andtotheextentthatthisisintensionwithmembers’ortheprofession’sinterests,thepublicinteresttrumpstheseeverytime.TheCouncilandCommitteesarecomposedofatleastanequalnumberofindividualswhoareindependentfromtheprofessionanditsmembership,somewouldsayamajority.CouncilandCommitteemembershipisnotdeterminedbyelectionfromandbythemembership,butbasedoncompetenciesandattributesneededtobestpopulateeach.ThesecompetenciesandattributescoulddifferfromtheCounciltoCommittees,andfromCommitteetoCommittee,sothereisnorequirementthat


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CommitteesbepopulatedbyCouncilmembers–eachhasauniquerole,bestaccomplishedbypeopleequippedtofulfillthat.

SimilartotheOntarioCollegeofTeachers,thePEOoperatesunderahybridrepresentative-regulatorygovernancemodel,butskewsmoretowardtherepresentativeapproach.InthereporttotheOntarioCollegeofTeachers,GovernanceSolutionsprovidethefollowingrecommendationstoensureafocusonregulatoryfunctions:

- Reducecouncilsizefrom37membersto14,withanequalnumberofmembersfromtheprofessionandfromoutside.

- SelectCouncilmembersfromapoolofqualifiedapplicantsfollowingarobust,transparentprocess.MembersandthepublicwillbeencouragedtoapplyforCouncilmembership,selectedbyaGovernance&NominatingCommittee(GNC),whichwillvetcompetencies.PublicmemberswillbeappointedbytheProvince,informedbutnotlimitedbytherecommendationsoftheGNC.ProfessionalmemberswillbeappointedbasedontherecommendationsoftheGNC.

- Movefromarepresentativeelectionmodeltoacompetency-basedappointmentmodelcallsfortheGNCtoputinplaceaprocesstointentionallyandmeaningfullyreachouttoregions,linguistic,minorityandothergroupstoensurediversity.

- TheCollegewilladoptastructured,mandatorygovernanceeducationprogramforCouncil,seniorstaffandcommitteememberstoensureacommonunderstandingofcorporateandregulatorygovernanceandroleclarity.

Board Composition & Competencies Therearenumeroussourcesofbestpracticesforboardcomposition.Theexamplesbelowdescribetheneedtoselectboardmembersbasedoncompetencies.

ARegulatoryBoardGovernanceToolkit(Barry,RegulatoryBoardGovernanceToolkit,2014),createdforInternationalCouncilofNurses,statesthat“theadditionofpublicmemberstoBoardsinrecentdecadescameinresponsetoincreasingpublicconcernsthatBoardscomposedentirelyofmembersoftheprofessionmaybemoreattunedtotheinterestsoftheprofessionthantothoseofthepublic.“Barrygoesontostate“theBoard,whichischargedwiththestewardshipoftheregulatoryauthority,needstoensuretheorganizationiseffective,efficient,fairandtransparentandprotectsthepublic.Inordertodothis,itisimportantthatBoardmembershavethenecessaryskill,expertise,knowledgeandcommitmentandthattheBoardasawholehasthenecessaryskill,diversityandexperiencetomakeeffectivepolicydecisionsandtostewardtheorganizationresponsibly.”Theyalsodescribetherecenttrendsingovernancetomoveawayfromlargerepresentativebodiestosmallboards,aswellastheneedtoselectboardmembersbasedonskillsandcompetencies.

AccordingtotheBestPracticesGuidelines(BCGovernment,2005)developedfortheOfficeofthePremierinBritishColumbia:

- Theboardshouldbemadeupofindividualswho,collectively,havetherequiredcompetenciesandpersonalattributestocarryouttheirresponsibilitieseffectively.

- Unlessspecifiedotherwiseinthegoverninglegislation,boardmembersshouldbeindependentfrommanagementandhavenomaterialinterestintheorganization.

- Theboardhasacommitteethatdevelopsdirectorselectioncriteriaandidentifiesandevaluatespotentialcandidates.


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- Theboardhasacompetencymatrixthatisupdatedannuallyandwhenvacanciesarise.Thecompetencymatrixisusedtoidentifycompetency“gaps”ontheboardanddirectthesearchfornewcandidates.

- TheboardhasaboardsuccessionplantorecommendtoGovernmenttheorderlyturnoverofdirectors.

- Theboardpublishesthename,appointmenttermandacomprehensivebiographyofeachdirector.Onceboardmembersareappointed,itisimportantthatthepublicandallmembersoftheorganizationareinformed.Aspartofanorganization’scommunicationstrategy,thename,appointmenttermandbiographicalbackgroundofeachdirectorshouldbepublicizedandretainedontheorganization’swebsite.

CPACanada,inits20QuestionsDirectorsShouldAskAboutBuildingandSustaininganEffectiveBoardbriefing(Watson,2015)statesthatthecompositionoftheboardshouldbeconsideredfromthefollowingperspectives:

- Specificskillsandexperiencerelevanttotheorganization’sopportunitiesandrisks;- Personalattributesofindividualdirectors;- Boardleadershiprequirements;- Committeerequirements;- Desiredaspectsofboarddiversity;and- Establishingastrong,healthyboardculture.

BoardCompetenciesTheGovernmentofAlbertahascreatedaBoardProfileandCompetencyMatrixTool(GovernmentofAlberta,n.d.)forusebypublicagencies.Thetoolprovidesalistofcriticalcompetenciesorganizedintothreemajorareasandareexamplesofwhatcanbeusedtocreateanoverallprofileforaboard.Definitionsareincludedinthetool.

SkillsandcompetenciesdescribedbyEngineersandGeoscientistsBritishColumbiaincludethefollowing:

“ForCounciltoachieveitsgoalsandmeetitsfiduciaryresponsibilities,CouncilhasidentifiedtheneedfordiversevoicesonCouncil,withablendofthefollowingskillsandcompetencies:

• Leadership• FinancialLiteracy


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• RiskManagement• HumanResources• Strategy• RegulatoryUnderstanding• Governance• TechnicalProficiencyinEngineeringandGeoscience

APEGA,theAssociationofProfessionalEngineersandGeoscientistofAlberta,alsooutlinesskillsandcompetenciesforpotentialcouncilmembersontheirwebsite(APEGA,n.d.).

- EffectiveBoardCommunication- GovernanceExperience- KnowledgeaboutAPEGA- Leadership- RegulatoryUnderstanding- RiskManagement- StrategicPlanning- UnderstandingofSelf-Regulation- Visionary- WorkExperience

EngineersCanadahasalsoidentifieddesiredcompetenciesofBoardMembers,listedintheirboardmanual.TheOntarioCollegeofNursesoutlinescompetenciesandattributesforcouncilmembersontheirwebsite.(OntarioCollegeofNurses,n.d.).Fourdimensionsofcompetenciesandattributesareidentifiedformembers:

- Careerknowledgeandexperience:Professionalnursingexperience,regulatoryexperience,patientrights,cross-culturalexperience,broadhealthsectorleaderships,financial/accountingexpertise,educationsystem,informationtechnology,HRleadership

- Functionalskills:Publicinterest,evidence-baseddecisionmaking,decision-maker,stakeholderrelations,leadership,strategicplanning,riskmanagement/oversight,governanceandboards,qualitymanagement/oversight,changemanagement,financialliteracy,chairingboardsand/orcommittees,businessandcommerce,

- Affinityattributes:Patientsafety,genderdiversity,urban-ruraldiversity,cultural/heritagediversity,geographicdiversityacrossOntario,agediversity,diversepatientpopulationneeds

- Characterattributes:Communicator,constructive,emotionallymature,ethical,fiduciary,inclusive,independent,learner,listener,proactive,strategic,adaptable,forthright,professionaljudgement,astute,problemsolver,unifier,systems-levelthinker

Board/Council Diversity

Board/Councildiversity,especiallyintermsofgenderequality,remainsakeytopicincorporateaswellasnon-profitgovernancegloballyandinCanada.Boardsareunderincreasingpressurefromlegislators,regulatorsandtheirstakeholderstoimprovetheirdiversity.

InalegalupdateprovidedbyWildlaw.ca(Wildeboer,DelleclceLLP,2017),March2017,theystate:


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“InJune2016,theOntariogovernmentannouncedthatithadacceptedall11recommendationsinCatalystCanada’sreport,entitledGenderDiversityonBoardsinCanada:RecommendationsforAcceleratingProgress(the“CatalystReport”).Catalystisanon-profitorganizationfocusedonacceleratingprogressforwomenthroughworkplaceinclusion.TheOntariogovernmentcommissionedthereportinordertoassessprogressforwomenintheworkplaceandseekrecommendationsforcompanies,businessleadersandtheOntariogovernmenttoaddressCanada’slagvis-a-visotherdevelopednationsinachievinggenderbalanceoncorporateboards.

TheCatalystReportrecommendsthatissuerssetspecificgenderdiversitytargetsbytheendof2017andachievethemwithinthreetofiveyears.Specifically,Catalystrecommendsthatallissuerswithonefemaledirectortarget30%representationby2017,andthatallissuerswithnofemaledirectorsaimtohaveatleastonefemaleboardmember.TheCatalystReportalsorecommendsthatissuersadoptatleastonemechanismtofacilitateboardrenewal,suchasdirectortermand/oragelimits,andestablishwrittenpoliciesdescribinghowissuersspecificallyintendtoincreaserepresentationofwomenontheirboards.Toaddressgenderdiversityatalllevelsofanorganization,theCatalystReportrecommendsthatissuersmonitorandtrackpromotionrates,aimingforproportionalpromotionandretentionateachlevel,investininclusiveleadershiptrainingandaddresspayequitybyadoptingpaytransparencyandensuringtherearenowagegaps.

Inacceptingall11recommendationsintheCatalystReport,theOntariogovernmenthasestablishedatargetthat,bytheendof2019,allOntarioprovincialboards,agenciesandcommissionswillbecomprisedofatleast40%women.TheOntariogovernmenthasalsocommittedtoconsideringmorestringentlegislativeorregulatoryapproachesifthe30%targetforwomenoncorporateboardsinOntarioisnotmetbytheendof2017.”

Diversityisnotonlyaboutgender.AccordingtoCPACanada(FionaMacfarlane,2019),“Whilemanyofthedocumentedexamplesofdiversityinitiativesfocusonraceandgender,theconceptofdiversityisbroaderandencompassesfactorsincludingage,culture,personality,skill,training,educationalbackgroundandlifeexperience.”Theygoontosaythat“Diversityofthoughtandexperienceontheboardcanhelpleadtoimprovedproblem-solving,abilitytotakeadvantageofglobalopportunities,andavoidanceofgroupthink.”

ExplicitstepsboardsandCouncilscantaketoincreasediversity:1. DiscusswhatdiversitymeanswithBoardMembers.Discussrace,culture,ethnicity,genderand

age.Askwhattheboardcandotobecomemoreinclusiveandwelcoming.2. Createaclearboardmemberroledescriptionthatoutlinesexpectations,rolesand

responsibilities,organizationalvalues,andcompetencies.Inthedescription,communicateyourorganization’scommitmenttodiversity,equityandinclusion(StandordSocialInnovationReview,2017).

3. Createadiversepipelineofcandidates.Intentionallyseekoutdiversecandidatesbyclearlycommunicatingneedsandusingnon-traditionalaswellastraditionalsourcesforcandidates.

4. Developastrong,andtransparentvettingprocess.


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Public Appointments PublicappointmentsinOntarioareco-coordinatedthroughthePublicAppointmentsSecretariat(theSecretariatreportstotheTreasuryBoard).TheSecretariatadministerstheprogramaswellasprovidessupporttoministries.Eachyear,approximately1,500publicappointmentsto184provincialagenciesand360otherentitiesaremade.IndividualsinterestedinapplyingcanfindinformationabouttheprocessandvacanciesontheSecretariatwebsite(https://www.ontario.ca/page/public-appointments).Thepublicappointmentprocessisdetailedinthe2016auditorgeneralreportfoundat:http://www.auditor.on.ca/en/content/annualreports/arreports/en16/v1_402en16.pdf Anauditofthepublicappointmentprocesstookplacein2016,resultingin6recommendationsand14actions.(OntarioAuditorGeneral,2016).ImprovementsthatimpactPEOincludethefollowing:

- Tominimizethenegativeimpactofdelays,theappointmentsofnewmembersandreappointmentsofexistingmembersaretobedoneinatimelymanner.Bestpracticeguidelineshavebeenprovidedtoministers’offices,aswelltheTreasuryBoardSecretariatalsodevelopedashortvideoforpublicappointeeapplicantsandministrystafftobetterunderstandtheappointmentprocess.

- Duetodelaysintheprocesssomeagenciesandentitiesdroppedbelowtheirminimumnumberofappointees.TheSecretariathassinceimplantedanITsystemtohelpministriesbettertrackappointments.

- Transparencyintheappointmentprocesswasfoundtobepoor.TheSecretariathasnowdevelopededucationalandtrainingmaterialsthatincludeinformationontheroleagenciesplayinselectingandbettingcandidates.

- In2016,only40%ofchairsstronglyagreedthatsufficientconsultationandcommunicationoccurredbetweentheministryandtheirorganizationtoensureappointeeshavethenecessaryskillsfortheirboards.Theystatethat‘chairs,inconjunctionwithCEOs,arenowconsultedfortheirinputonboardrequirementssothatappointedboardmembershavethecompetenciestofillthegapsintheirboards.’

- Finally,startingin2019,theSecretariatwillbegintomonitorappointmentdiversitystatisticsandpostthemonitspublicwebsite,tobeinlinewiththeprovincialgovernment’stargetofwomencomposing40%ofboardmembersonallprovincialboardsandagencies.

Non-Profit Board/Council Succession Board/Councilsuccessioniscriticaltothesuccessofallnon-profitorganizations,regulatoryornot.BoardDirectorplanningisanessentialpieceofgoodgovernance,andsetsthestageformemberengagement,highperformanceandeffectiveleadership.Thereareknownbenefitstosuccessionplanning,includingthefollowingasidentifiedintheBoardSuccessionToolkitdevelopedforONESTEP(TheOntarioNetworkforEmploymentSkillsTrainingProjects,2018)byLaridae:

1. Areadysupplyofqualified,motivatedpeople(oraprocesstoidentifythem),whoarepreparedtotakeoverwhenboardmembersleave,ortheirtermsexpire.

2. Alignmentbetweenanorganization’svisionanditssuccessionplan,whichdemonstratesanunderstandingoftheneedforboardmemberstocarryonandachievestrategicplans.


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3. Acommitmenttotermlimits,whichwillfacilitatetheorganization’sabilitytorecruittop-performingboardmembers(whilealsohelpingtoensureindependentandfreshthinkingontheboard).

4. Anexternalreputationasanorganizationwithahighperformingboard.5. Atangiblevalue-propositiononthebenefitsofjoiningtheboard.ONESTEPgoesontoidentifykeyfactorstoconsiderwhendevelopingasuccessionplan.Thesuccessionplanshould:

- Linktotheorganization’smission,vision,andvalues.- Lookthreetofiveyearsintothefuture.- Bereviewedandupdatedannuallybyintegratingtheprocessintotheannualobjectivesof

thecommitteeresponsibleforsuccession.- Linktoaprocessofbuildingdirectorproficienciesandskillsforcurrentandfutureboard

needs.- Assessfutureneedsoftheboardagainstthecurrentmembership.- Includeasystematic,non-biasedprocessforrecruiting,developing,andevaluating

candidates.- Implementsystematicassessmentsofaspiringboardmembersforleadershipcompetencies.- Beintegratedwithotherboardactivities.

EventhoughtheONESTEPtoolkitdoesnotspecificallyapplytoanelectedandappointedCouncilofaregulatoryauthority,thebroadfoundationalpiecesfordevelopinganeffectivesuccessionplanarestillapplicable.CPACanadahasalsopublishedanextensiveguideforBoardSuccessionfornot-for-profitorganizations(Dr.RichardLeblanc,2010).Withintheguide,theydescribeanumberofrelevanttopics.Forexample:

- Thecompositionoftheboardmustbecompatiblewiththecurrentstatusoftheorganizationanditsfuturedirections.Abestpracticeistocreateacompetencymatrixinwhichincumbentandprospectivedirectorsarematchedagainsteachoftheskillsneeded.Thematrixshouldbereviewedregularlytoensureitisalignedwiththeevolvingstrategicneedsoftheorganization.AsampleskillsmatrixisincludedwithintheAppendix;

- Conductingthesearchprocessandhowtoidentifypotentialdirectors;and,- Directororientationanddevelopment.


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COMPARATIVE ANALYSIS Areviewofsuccessionpracticesofengineeringregulatorybodies,aswellasafewotherlargerregulatorsinOntariowasundertakentoshowthedifferencesbetweentheorganizations.Notethatthreeoftheorganizationshaveundergoneregulatoryreviews,resultinginsignificantchangestotheirCouncilcomposition.

NameGovernanceReview

CouncilSize

#elected

#appointed

Officersselectedfrom

electedCouncillors

CouncillorsareElected

Councillorsare

Appointed

CompetenciesIdentified

Vettedthrough

a

committee

#ofmembersign

atures

CriminalR

ecordCheck

EngineersandGeoscientistsBC–**ProposedChanges Ö 12 8 4 Ö Ö Ö 0

AssociationofProfessionalEngineersandGeoscientistsofAlberta(APEGA)

19 15 3 Ö Ö Ö 25 Ö

AssociationofProfessionalEngineersandGeoscientistsofSaskatchewan(APEGS)

19 17 2 Ö 5

EngineersGeoscientistsManitoba 13 11 2 Ö Ö Ö Ö 6

EngineersNovaScotia 11 11 0 Ö Ö Ö 10

APEGNB-Engineers&GeoscientistsNewBrunswick 14 12 2 Ö 10

EngineersPEI 10 10 Ö 5

ProfessionalEngineersandGeoscientistsNewfoundland&Labrador(PEGNL)

12 9 3 Ö 3

PEO-Current 27 15 12 Ö 15

CollegeofNursesofOntarioCURRENT 37 21 14-

18 Ö 2

CollegeofNursesofOntario**ProposedChanges Ö 12 6 6 Ö Ö Ö

OntarioCollegeofTeachersCURRENT 37 23 14 Ö Ö 10

OntarioCollegeofTeachers**ProposedChanges Ö 18 9 9 Ö Ö Ö

CPAOntario 16 16 Ö Ö Ö Ö

CollegeofPhysiciansandSurgeonsofOntario 32-

24 16 13 Ö Ö 5


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RECOMMENDATIONS

Recommendation 1: Undertake a Governance Review BasedonbestpracticeresearchwerecommendthatPEOundertakeacomprehensivegovernancereviewtoexaminestructuralchangesthatcouldbemadetostrengthenCouncil’sabilitytogoverntheorganization.Itisespeciallytimelygiventherecentadoptionoftermlimitsandtheimplementationofrecommendationsfromtheregulatoryreview.AgovernancereviewwouldensurethattheCouncilisinalignmentwithregulatorychanges.Agovernancereviewshouldbecomprisedofatleastthefollowing:

- ReviewofthePEOAct,bylaws,andassociatedpoliciesandprocedures- ReviewofCouncilcomposition,includingthetotalnumberofCouncillors,numberof

professionalandlaymembers,andgeographicrepresentation- ReviewoftheroleofCouncillors,includingofficerpositions- ReviewofthenumberofPEOcommittees,committeecompositionandmandates- ReviewofelectedvsappointedCouncillorsandofficers- Reviewofchapterstructure- Reviewofgovernanceculture(risk,strategicdirections,performance,etc.)

Asshowninthebestpracticereview,otherregulatorybodiesaremovingtowardshavingsmallercouncils,equallycomprisedofmembersfromtheprofessionandpublic,selectedfromapoolofqualifiedapplicants,followingarobust,transparentappointmentprocess.Agovernancereviewwouldhavethenecessaryscopeandmandatetoproperlyconsider,andmakerecommendations,inthisregard.

Recommendation 2: Implement Interim Best-Practices for Succession Planning Withtherecentimplementationoftermlimitsforcouncilmembers,developingamorerobustCouncilsuccessionplanningprocessisimportantforcontinuedeffectivegovernanceofPEO.BuildingonthecomprehensiveworkoftheCTLTFandtherecommendationspreviouslymaderegardingsuccessionplanning,anumberofrecommendedactionshavebeendeveloped.ImplementationdetailsareoutlinedintheImplementationFramework(PARTBofthisreport).Inadvanceofafullgovernancereview,theseinterimactionswillhelpstrengthensuccessionplanningfortheorganization.Therecommendedactionsarebasedonbestpractice,andwhenbest-practiceisnotyetfeasible,includesinterimmeasuresthatcanbetaken.Inthelong-term,theseactionsshouldreducebarriersforthosewhohavetheneededskillsandcompetenciesanddesiretorunforCouncil(throughbettereducation,andclearexpectationsofrolesandresponsibilities).


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Recommended Actions

2A Establish the Succession Planning Committee (SPC) to oversee ongoing succession work for the Council.

Rationale:Nomination/successiontaskstypicallyassignedtoonecommitteetoensureeffectiveandefficientoversight.

Description:AspertheCTLTFrecommendations,aSuccessionPlanningCommitteeshouldbeestablishedtooverseeimplementationofPEO’ssuccessionplanningprocess.TheSPCwilldriveimplementationanddeterminehowsuccessionrelatedresponsibilitiesaredistributedamongpre-establishedcommittees(i.e.CESC,HRC).Toensuresuccess,itisrecommendedthatmembersofthecommitteeservemultipleyearterms.

RequiredDocuments/Tools:

- SuccessionPlanningCommitteeTermsofReference- Annualworkplan

2B Identify the purpose, objectives and principles to guide succession planning.

Rationale:EnsuresacollectiveunderstandingofwhatsuccessionplanningisatPEO.

Description:Asastartingpoint,thefollowingdraftstatementshavebeenprepared.TheycanbebuiltintoaSuccessionPlanningPolicy.

PurposeofSuccessionPlanning:ToensurethataprocessisinplacefortheeffectiveandorderlysuccessionofCouncillorsthatwillresultinthecollectiveknowledge,skillsandexperiencenecessaryfortheCounciltoeffectivelygovernPEO.

GoalsofSuccessionPlanning:a) StrengthengovernanceofPEObyattractingcandidateswhohavedesiredskillsand

competenciestogoverntheorganization.b) Createaninformedelectoratebyprovidingclear,objectiveandtimely

information/educationabouttheroleofCouncil,theresponsibilitiesofCouncillors,andcandidatesrunningforelection.

c) Reducebarrierstovolunteer(onCouncilandcommittees)throughstrengthenedgovernanceandaninformedelectorate.

Guidingprinciples:a) SuccessionplanningistiedtoPEO’sstrategicplan,mission,visionandcorevaluesandisline

withPEO’sequityanddiversitypolicy.b) Successionplanningisskillandcompetencybasedandincludesanobjectiveprocessthat

identifiessuitablecandidatesandpreparesthemfortheirroleonCouncilthroughboardorientationandongoingdevelopment.

c) Successionplanningistransparent,objective,andisclearlycommunicatedtomembership.Rolesandresponsibilitiesareclearlyarticulated,andwellunderstood.


- SuccessionPlanningPolicyandProcedures


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2C Implement a competency-based succession process.

Rationale:BestpracticeandinlinewithchangesoccurringatotherregulatorsacrossCanada.WillstrengthenunderstandingofrolesandresponsibilitiesandoverallgovernanceofPEO. Withoutfirstundertakingafullgovernancereview,PEOisnotreadytomoveawayfromthecurrentelectionprocessforCouncil.WerecognizethatwithouttheabilitytoappointCouncilmembersbasedoncompetencies,therecouldbegapsinskillsattheCounciltable.However,implementingacompetencybasedvettingprocess,willsetclearexpectationsforpotentialcandidatesinthenearterm.

Description:a) DevelopaCompetencyProfileforCouncillors.Competenciesshouldbehighlevelandbroad,

relevantforaregulatorybody,andbeconnectedtoPEO’sstrategicplan.

b) DevelopaprocesstoassesscompetenciesandskillsofsittingCouncillorstodeterminefutureneeds.

c) Communicatecompetencyandskillneedstothemembershiptoencouragesuitablecandidatestostandforelection.

d) Askelectioncandidatestoself-assesstheircompetenciesandskillsagainstgaps.Thiswillfurtherinformcandidatesaboutthedesiredskillsandcompetenciesofcouncilmembers,andcanbeusedforcampaigning.


- CompetencyProfileforCouncillors- CompetencyMatrix- CommunicationsPlan

2D Implement a ‘green light’ pre-election assessment process for all candidates.

Rationale:Bestpractice.Improvestransparency.Setsobjectivecriteriaandclearexpectationsforcandidates.Bycompletingallthepre-electiontasks,candidatesaredemonstratingtheircommitmenttoserveonCouncil.

Description:a) Implementminimumcriteriathatinterestedcandidatesmustmeetpriortobeingallowedto

standforelection.ThevettingprocessshouldbeoverseenbytheSPCandbeasobjectiveaspossible–ifallminimumcriteriahavebeenmet,thenacandidatemaystandforelection.

Recommendedminimumcriteria:- Completionoftheapplicationpackageandsubmissionbythedeadline- CompletionofthePre-Election“bootcamp”webinar- CompletionoftheSkillsMatrixself-assessment- CompletionofaCriminalRecordCheck- CompletionofPEAK- Declarationthattheyareamemberingoodstanding- Fillinmandatoryquestionsandagreetoabidebythecampaignpublicityrules

b) Eliminatetheneedforthe15signaturesasarequirementtostandforelection.Nolongernecessarywiththeminimumcriteria.


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c) Developa‘green-light’policyandassociatedproceduresfortheSPCtofollow.Reviewelectiontimelinesandrevisetoaccommodatethenewprocess.

d) Developthecandidateapplicationprocess.


- Green-lightprocessandprocedureandassociatedforms- Candidateapplicationpackage- Skillsmatrix

2E Increase oversight of the election process, creating stricter standards for materials candidates are able to publish.

Rationale:EnsuresthatcandidateshaveclearguidelinesinrespecttoPEO’sroleasaregulator(asopposedtoamemberdrivenassociation).Providesfairandclearstandardthatallcandidatesmustfollow.Reducesfalseormisleadingstatementsfromcandidates.

Description:a) ReviewthecurrentElectionsPublicityProcedure.Revisetoensurethereismorecontrolover

contentthatcanbepublishedtoremovemisleadingorfalsestatements,andtoensurethatthepolicydoesnotallowforelectioneeringbycandidatesoutsideoftheapprovedchannels.

b) Preparemandatoryquestionsthatcandidatesmustanswer.MandatoryquestionsshouldberelatedtoregulatoryorgovernancerelatedissuesimpactingPEOinthatparticularyear.

c) Publishapre-electionCandidateProfiledocument(web-basedusingapre-approvedtemplate)thatoutlinesCandidateinformationincludingacandidatephoto,candidatestatement,answerstomandatoryquestionsandcandidateinformation(skills&competencies,education,relatedworkandprofessionalexperience,andvolunteerexperience).

Documents/Tools:- ElectionPublicityPolicy&Procedures- Approvedtemplateswithclearconsistentguidelines- Pre-electionCandidateProfileDocument

2F Enhance Councillors’ understanding of their roles and responsibilities.

Rationale:Bestpractice.EnsuresCouncillorsandcandidatesunderstandPEO’sroleasaregulator.EspeciallyimportantinlightoftherecentregulatoryreviewandimplementationofrecommendationsbyCouncil.

Description:a) Developapre-electiontrainingworkshopforinterestedcandidatestoensuretheyunderstand

Councilcompetencyrequirements,boardrolesandcommitments.Thiscanbearecordedwebinar,allowingcandidatestoreviewitwhentheyareable.Thecurriculumshouldincludeareviewofatleast:

- Goodgovernanceprinciples- Non-constituencybasedvoting- Fiduciaryduties- RoleofCouncilinregulationoftheprofession- Roleofstaffvsmanagement


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- Roleofanassociationvsaregulatorybody- Directorliability- Timecommitment- CouncilcommitteesandexpectationsforCouncillorstojointhem.

b) ReviewandupdatetheonboardingprocesstoensurethatitisrelevantandthatitadequatelyaddressesCouncillorrolesandresponsibilitiesandisinlinewiththepre-electiontrainingwebinar.

c) ContinuetoupdatetheCouncilManualandCouncilElectionsGuideonanannualbasistoreflectchangestotheelectionprocess.

d) EstablishamentorshipprogramfornewCouncillors.Thementorshipprogramcanbeinformal.Ataminimum,moreexperiencedCouncillorsshouldbepairedwithnewCouncillorstooffersupportandguidancewhenneeded.


- Pre-electiontrainingwebinar- OnboardingProcess- CouncilManual- MentorshipProgrampolicyandprocedures

2G Enhance member awareness of the role of Council and the new succession program.

Rationale:Voterturnouthasbeenhistoricallylow.Rollingoutthisnewprogramprovidesanopportunitytore-engagemembershipusingnewcommunications.Clearcommunicationcanaddtransparencyandequity,andoughttohelpimproveinterestbymemberswhohavetraditionallynotparticipatedinthevotingprocessorsoughtelection.

Description:a) DevelopaCommunicationsPlanthatguidescommunicationstomembershiptoinform

aboutchangestotheelectionprocess.EnsuremembersareawareofrolesandresponsibilitiesofCouncilmembersaswellasdesiredcompetenciesandattributesforupcomingCouncilelections.

b) Includeanadditionalon-linemodulefocusingonPEO’smandate,Councilresponsibilities,andtheimportanceofaneffectiveelectionprocess(togoalongwiththeEthicsandPEAKmodules)atthetimeofrenewal.TheinformationcouldbeanothermodulewiththeEthicsexams.WhenPEAKismademandatory,makeitpartofthelicenserenewalprocess,ethicsmoduleandavotingmodule,(declarewhetheryouarepracticing,taketheethicsmoduleandthentaketheelectionmodule),thenyougetyourlicense.

c) Developanoutreachprogram,whereexperiencedCouncillorsattendregionalmeetingstoprovideCouncilupdatesandinformationaboutCouncilandCouncilelections.


- SPCCommunicationsPlan


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2H Maintain a diverse & robust pipeline of candidates.

Rationale:Bestpractice.AdiverseCouncilprovidesarangeofperspectives(regional,skills,background,culture,gender,etc.)whichiscriticaltoeffectivegovernance.Willresultinapipelineofinterestedcandidates.

Description:a) DiscusswhatdiversitymeanswithCouncillors.Discussrace,culture,ethnicity,genderand

age.AskwhatCouncilcandotocontinuetobeinclusiveandwelcoming.CommunicatePEO’scommitmenttodiversity,equityandinclusion.

b) Developaprocesstointentionallyseekoutdiversecandidatesbyclearlycommunicatingneedsandusingadeliberateprocesstoreachouttomembersusingnon-traditionalaswellastraditionalmethodstoensureareadysupplyofqualified,motivatedmembers(oraprocesstoidentifythem),whoarepreparedtostandforelectionandvolunteeronCouncilcommittees.

c) Maintaintheopencallforvacanciesoncommitteesanddevelopacorrespondingobjectiveevaluationprocesstoassesspotentialcandidates.


- SPCCommunicationsPlan

2I Appoint Council officer positions from within elected Councillors to ensure sound leadership succession.

Rationale:Goodgovernance.Asteppedapproachthroughmembershiptoleadershipisanimportantjourney.ChangingfromanelectedpresidenttooneappointedbyCouncillorsallowsforgraduatedandpredictableleadershipsuccession.EnsuresthatofficershaveasoundunderstandingoftherolesandresponsibilitiesofCouncilpriortotakingonleadershipoftheorganization.

Recognizingthatthisactionmaybeamoredifficultchangeforsomememberstoaccept,itmaybebestimplementedafterafullgovernancereviewhasbeencompletedandcouncilhasmovedtoamerit-basedappointmentprocess(assumingthatisarecommendation).

Description:a) SPCtoreviewtheappointmentprocesstofillofficerpositionsfromwithinelected

Councillors.RequirethatthePresidentbeonCouncilforatleastoneyearpriortotakingonrole.


- OfficerAppointmentPolicyandProcedure


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PART B

PEO SUCCESSION IMPLEMENTATION FRAMEWORK

Thissectionofthereportoutlines:• ImplementationFramework• SuccessionToolsandTemplates


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IMPLEMENTATION FRAMEWORK AdraftsuccessionImplementationFrameworkhasbeendevelopedbasedonthebestpracticerecommendationsprovidedinPARTAofthisreport.Ithasbeenlaidoutintotwosections.SECTION1:DraftFrameworktoimplementthesuccessionplanningprogram

Theframeworkidentifieshighlevelactionsthatmustbecompletedbeforeasuccessionplanningprogramcanbeimplemented.ActionsaretiedtorecommendationsmadeinPARTAofthisreportandincludeaschedule,identificationofresourceneeds,andtoolsandtemplatestoassistwithimplementation.Thegoalistoestablishmostofthefoundationalelementsinyear1withfurtherdevelopmentinyears2&3.

SECTION2:DraftAnnualworkplanfortheSuccessionPlanningCommittee

ThedraftannualworkplanidentifiesrecommendedannualactionsrequiredforsuccessionatPEOCouncil.Keystepswith,associatedtimelinesareidentified.Thisworkplanwouldbeimplementedoncefoundationalsuccessionplanningpiecesareinplace(likelyyear2or3).

Section 1: Framework to implement the succession planning program.

Actions RequiredTools&Documents

Year1

Year2

Year3

Rec.#

Resp. Resources

1 EstablishtheSuccessionPlanningCommittee

- SPCTermsofReference(draftinAppendixD) 2A Council Annualcommitteebudgetformeetings

2 DevelopPEOCouncilSuccessionPlanningPolicies&Procedures

- CouncilSuccessionPlanningPolicy- Identifythepurpose,objectivesandprinciplesto

guidesuccessionplanning.

2B SPC Committeetime

3 DevelopaSuccessionPlanningworkplan

- AnnualWorkplan.EnsurethatthenewsuccessionplanningprocessissystematizedandisembeddedinongoingprocessessoitbecomesapartoftheCouncil’sannualworkplanandthatitisalignedwiththeworkofothercommittees.

2A SPC Committeetime.Peerreviewbyothercommittees

4 Developcorecompetenciesforcouncilmembers

- CouncilCompetencyProfile- CouncilCompetencyMatrix

2C SPC Committeetime


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Year1

Year2

Year3

Rec.#

Resp. Resources

5 Developaprocessforself-assessmentofsittingCouncillors

- Councilself-assessmentprocedure- CouncilCompetencyMatrix

2C SPC Committeetime

6 Developthe‘greenlight’pre-electionassessmentprocess

- Minimumcriteriaforpotentialcandidates- Candidateapplicationprocess- Green-lightproceduresandassociatedforms

2D SPC Committeetime

7 ReviewandupdatetheElectionPublicityPolicy&Procedure

- Updatetoreflectchangestomaterialscandidatesmaypublishduringcampaigning

- Developmandatoryquestionsandtemplates

2E SPC Committeetime

8 Developthepre-electiontrainingworkshopforinterestedcandidates

- Pre-electiontrainingWebinar

2F SPC/Consultant

Researchandcurriculumdevelopmentcosts

9 Revisetheonboardingprocessfornewcouncilors

- Councilonboardprocess.Evaluatethecurrentonboardingprocessfornewmembersandmakeimprovementswhereneeded,ensuringroles,responsibilitiesandotherrelevantaccountabilitiesareclearlyoutlined

2F SPC Committeetime

10 UpdatetheCouncilManualtoreflectchangestoprocessandpolicy.

- CouncilManual 2F SPC Committeetime

11 Developacommunicationsplantoinformmembershipaboutthenewsuccessionprocess

- CommunicationsPlan 2G PEOStaff Stafftime

12 DevelopamentorshipprogramfornewCouncillors

- CouncillorMentorshippolicyandassociatedprocedures

2F SPC Committeetime

13 DevelopaprocesstoseekoutqualifiedcandidatesonCouncilandCouncilcommittees

- Outreachpolicyandprocedure 2H SPC Committeetime


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Year1

Year2

Year3

Rec.#

Resp. Resources

14 EnhanceawarenessoftheroleofCouncil

- Outreachpolicyandprocedure 2G SPC Committeetime

15 EnhanceawarenessoftheroleofCouncil

- DevelopadditionalonlinemodulefocusingonPEO’smandate,councilresponsibilitiesandimportanceoftheelectionprocesstobeincludedatmemberrenewalon-linemodule

2G SPC Researchandcurriculumdevelopmentcosts

16 Reviewtheprocessforelectingofficers

- Updatenecessarypoliciesandprocedures 2I SPC CommitteeTimePeerreview

Section 2: Draft Annual work plan for the Succession Planning Committee Timeframe Item SupportingDocuments/Policy/Tools

May1st NewCounciltermstarts

May-Sept Rollouttheonboardingprocessfornewcouncilors.EnsureongoingtraininganddevelopmentopportunitiesareofferedtoCouncilors

Canusetheskillsmatrixtoidentifytrainingneeds(i.e.,iftheCouncilisweakinaparticularcompetency)

September CouncillorstocompleteCouncilCompetencySkillsMatrix Tool:SkillsMatrix

Sept-Oct Conductgapanalysistodeterminecompetenciesrequiredforfollowingyear Tool:SkillsMatrix

October Communicatecompetencyrequirementstomembers. Tool:PEOCouncilSuccessionCommunicationsPlanPublishresultsoftheGapAnalysis.PossiblecommunicationschannelsincludeEngineeringDimensions,e-blasts,website,chapters,andtheelectioninformationpackage

October Runeducationsessionstoeducatemembersabouttheelection Createawebinarsoitisavailablethroughouttheyear.VisitregionalcouncilmeetingstodiscussPEOcouncil.

October Beginthesearchprocesstoidentifysuitablecandidatesfromwithinthememberbase

Tietorecruitmenttactics,especiallytogroupsthatmaybeunderrepresented


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Timeframe Item SupportingDocuments/Policy/Tools

WorkwithPEOchapters,engineeringfirms,andotherengineeringassociationstoseekoutpotentialcandidates

MidOctober NominationsOpen–distributeapplicationpackages CandidateApplicationPackage,Electionpoliciesandprocedures

October Holdthepre-electionwebinar

Forallinterestedcandidates(bothelectedandappointed),priortoapplying,toensuretheyunderstandcompetencyrequirements,boardrolesandcommitment

LateNovember NominationsClose

Nov15-Dec Green-lightvettingprocess Ensurecompliancewithminimumrequirements

EarlyDecember Publishlistof‘green-lit’candidates

EarlyDecember Deadlineforreceiptofcandidatematerialsforpublication

Mid-DectoFeb Candidatecampaigning

January Allcandidatesmeeting 5-minutevideovignettes

January-Feb Voting

March NewCouncillororientation.Implementmentorshipprogram CouncilManualCouncilOnboardingCouncilMentorshipPolicyandProcedures

Continuously Review,reviseandcreateelectionandsuccessionpoliciesandproceduresasrequiredforthenextcycle.

Continuously CommunicateskillandcompetencyrequirementsforLGAcouncilorstothePublicAppointmentsSecretariat

Tool:PEOCouncilSuccessionCommunicationsPlan

Continuously Reachouttosuitablecandidates Tool:PEOCouncilSuccessionCommunicationsPlanContinuously VisitregionalcouncilmeetingstodiscussPEOcouncil


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SUCCESSION TOOLS & TEMPLATES

PEO Competency Profile Competenciesaretheknowledge,skills&abilities,andpersonalqualities,demonstratedthroughbehavior,thatresultinserviceexcellence.Acompetencyprofileisinturnformedthroughthedevelopmentofacombinationofcompetenciesandassociatedbehaviorswhichlinkdirectlytotheworktobeperformed.iCompetenciesshouldsupportandfacilitatePEO’smissionandvision,andbealignedwiththeCouncil’sshort-andlong-termgoals.HavingcompetencyprofilesinplaceprovidesaguidelineforrecruitmentandenablesahigherawarenessovertheskillsthatcandidatesbringwiththemtoCouncil.Competencyprofilesalsoprovidevoterswithfurtherinformationabouteachcandidate.AccordingtothePEOIPSOSReidMemberSurvey(IpsosReid,2013),33%ofmemberssurveyednotedthattheydidnotknowenoughaboutthecandidates.HavingcompetencyprofilesinplacereflectsthepracticesofmanyotherregulatorybodiesItisnotexpectedthateverymemberofCouncilwillexcelinallofthefollowingrecommendedcompetencies.Rather,Councillorsshouldbringskillsandcompetenciesthat,whencombined,provideCouncilwithacomprehensivecompetencyprofile.Ofcourse,withouttheabilitytoappointCouncilmembersbasedoncompetencies,therecouldstillbegapsincompetenciesandskillsattheCounciltable.However,implementingacompetency-basedvettingprocess,will,inthenearterm,setclearexpectationsforpotentialcandidatesresultinginstrongergovernance.PEO’sCompetencyprofileneedsshouldbereviewedandupdated,ataminimum,whenstrategicplanningoccurs.Recommended PEO Council Competencies

BasedonbestpracticesatotherregulatorybodiesandfeedbackfromtheSPTF,thefollowingcompetenciesarerecommendedforPEO.

Leadership

Definition:Demonstratesconfidenceandgoodjudgmentininspiring,motivating,andofferingdirectionandleadershiptoothers.Reinforceshighstandardsofprofessionalism,accountability,integrity,commitment,andethics.FostersthevaluesandprinciplesofPEO.

BestPractice:competencyforEngineersandGeoscientistsBC,AssociationofProfessionalEngineersandGeoscientistsofAlberta(APEGA),OntarioCollegeofTeachersgovernancereview

BoardandGovernanceExperience

Definition:Hasexperiencewith,orcandemonstrateknowledgeorexpertisein,boardgovernanceintheprivate,public,and/ornon-profitsector,throughpriorBoardorcommitteeserviceorreportingtoorworkingwithaBoardasanemployee.ClearlyunderstandsthedistinctionbetweentherolesoftheCouncilversustheroleofmanagement.

BestPractice:competencyforEngineersandGeoscientistsBC,APEGA,EngineersNovaScotiaOntarioCollegeofTeachersgovernancereview


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RiskManagement

Definition:Experiencedwith,orabletodemonstrateknowledgeorexpertisein,riskmanagementbestpracticesandprocedures,crisismanagement,andrelatedlawsandregulations.

BestPractice:competencyforEngineersandGeoscientistsBC,APEGA,OntarioCollegeofTeachersgovernancereview,EngineersNovaScotiaCPAOntario

RegulatoryUnderstanding

Definition:Knowledgeableaboutregulationsandregulatoryorganizations,includingthepurposeofregulation.FamiliaritywiththeoversightoftheengineeringprofessioninthepublicinterestbyrepresentativemembersoftheprofessioninaccordancewiththeProfessionalEngineersAct.Knowledgegainedfromworkingwithlegislation,havingexperiencebeingapartofaregulator,orworkinginaheavilyregulatedindustry,aswellasthroughinvolvementandinteractionwithPEO.

BestPractice:competencyforEngineersandGeoscientistsBC,APEGA

Communication

Definition:Demonstratesanabilitytoeffectively,clearlyandconciselyconveyinformation,ideasorpolicyinvariousformatstoawiderangeofaudiences.Listenswellandshowsanopennesstoothers’thoughtsandideas.Isastrongambassadorfortheorganization.

BestPractice:competencyforAPEGA

TechnicalProficiency

Definition:Professionalexperienceofatleast10years.Demonstratestheappropriatelevelofproficiencyintheprinciplesandpracticesofengineering.Demonstratesacommitmenttocontinuousimprovement.

BestPractice:competencyforEngineersandGeoscientistsBC,APEGA

Note:IntheIPSOSReidMembershipSurvey(2013),29%ofmemberssurveyedstronglyagreeand

34%somewhatagreethatcandidatesrunningforelectionshouldhaveatleast10years’experience

workingasaprofessionalengineer.

Strategy

Definition:Understandstheimplicationsofdecisionsandstrivestoimproveorganizationalperformance.AbletounderstandPEO’sresponsibilities,processes,andoutcomesastheyimpactkeystakeholdersandtheorganization’sstrategicdirection.Understandingofandexperiencewithanorganization'sprocessofdefiningitsstrategy,ordirection,andmakingdecisionsontheallocationofresources.

BestPractice:competencyforEngineersandGeoscientistsBC,APEGA,OntarioCollegeofTeachersgovernancereview

Vision

Definition:Abilitytoemployfuture-focusedandbig-picturethinkinginacreativeandstrategicway.Abilitytoseeadesirablefuturestate,whileconsideringtheimpactsofactionsanddecisions.


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BestPractice:competencyforAPEGA

FinancialLiteracy

Definition:Experiencedwith,orisabletodemonstrateknowledgeorexpertisein,accountingorfinancialmanagement.Thismayincludeanalyzingandinterpretingfinancialstatements,evaluatingorganizationalbudgets,and/orunderstandingfinancialreporting.

BestPractice:competencyforEngineersandGeoscientistsBC,EngineersNovaScotia

HumanResources

Definition:Experiencedwith,orisabletodemonstrateknowledgeorexpertiseinstrategichumanresourcemanagement.Thismayincludeworkforceplanning,employeeengagement,successionplanning,organizationalcapacity,compensation,CEOperformancemanagementandevaluation,and/orprofessionaldevelopment.

BestPractice:competencyforEngineersandGeoscientistsBC,OntarioCollegeofTeachersgovernancereview

Competency Criteria

ThefollowingchartdescribescriteriathatPEO/candidatesshouldconsiderwhendeterminingtheirlevelofskillforeachcompetency.Competency

Level Description(Experience/Qualifications)

0 • Verybasicknowledgeofthecompetency• Understandsterminologyandcanidentifyskillsandattributesassociatedwiththe

competency

1 • Goodunderstandingofthefundamentalsofthecompetencygainedthroughanappropriatecombinationofeducation,workingknowledge,previousboardexperienceandtraining.

• Sufficientknowledgeandexperiencetoapplyconceptstolesscomplexissues.

2 • Significantunderstandingandexpertiseofthecompetencygainedthroughanappropriatecombinationofeducation,practicalworkexperience,previousboardexperienceandtraining.

• Participatesfullyinboardanalysis,discussionanddebateonmorecomplexissues.• Ensuressufficientinformationisprovidedtosupportanalysisandrecommendations.• Usesknowledgetomentornewdirectorsandprovidegreaterunderstandingof

competency.• Challengesmanagement’sassumptionswhenneededandspeaksoutappropriately

atboardmeetings.• Makessignificantcontributionstolong-rangeplanning.

3 • Expertunderstandingofthecompetencygainedthroughanappropriatecombinationofdirectpracticalworkingexperienceinaseniorpositionorfunction,


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previousboardexperience,professionaldesignation,qualificationordegreeinthesubjectmatterorcompletionandaccreditationofadirectortrainingprogram.

• Participatesfullyinboardanalysis,discussionanddebateonmorecomplexissues.• Ensuressufficientinformationisprovidedtosupportanalysisandrecommendations.• Usesknowledgetomentornewdirectorsandprovidegreaterunderstandingof

competency.• Interpretscomplexdatatocontributenewknowledgeinthecompetencyareas.• Providesexpertanalysisandadviceoncomplexissues.• Challengesmanagement’sassumptionswhenneededandspeaksoutappropriately

atboardmeetings.• Makessignificantcontributionstolong-rangeplanning.

Source:https://www.dico.com/design/Publications/En/Director-Training-June-2012/2012_Director_Training_and_Qualifications_Policy_Development_Guide_June11.pdf

Sample Skills Matrix

AskillsmatrixisacommonlyusedtooltohelpassessthelevelofexperienceeachCouncillorhasinvariousskillandcompetencyareas,aswellastoassesstheoverallcompositionoftheCouncilrelatedtodiversity.

Whyuseit?ToassesscompetenciesandskilllevelsofsittingCouncillorsandtodeterminegapsinexperienceandexpertisetheCouncilneedstofulfilitsmandate.

Howtouseit?

a) Onanannualbasis,CounciltoevaluateskillsofsittingCouncillorsusingtheSkillsMatrix.Councillorscanself-identifytheirskilllevels.

b) SPCtoreviewthecompletedmatrixandidentifystrengthsandthecompetencies/attributesthatareespeciallyneededfortheupcomingyear.Itisimportanttoalsoreflectonvacanciesduetotermlimits.

c) SPCtocommunicatecompetencyneedstomembershipandtoactivelysearchforcandidates.d) Usetheskillsmatrixtoconsidernewcandidates.Haveinterestedcandidatescompletetheir

ownskillsprofile,whichtheycanthenuseinelectionmaterial.

SkillsMatrixTemplate:InAppendixCofthisReport.


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Draft Green-Light Assessment Process Thepurposeofthegreen-lightassessmentprocessistoensurethatcandidateswhowishtorunforelectionmeetminimumcriteriasetoutbytheSPC.Theprocessistransparent,objectiveandconfidential.Inordertorunforelection,candidatesmustfirstbeapprovedbytheSPC.Inadditiontotheminimumcriteriaidentifiedbelow,candidatesmustalsomeettherequirementsofgoverninglegislation. SampleGreen-lightAssessmentFormCandidateName:Position:

MinimumCriteria Yes/No NotesCompletedandsubmittedapplicationpackage

bydeadline

SubmittedaCV CompletedthePre-electionWebinarTraining

CompletedtheSkillsMatrix Submittedacriminalrecordcheck

Isamemberingoodstanding IsPEAKcompliant

Agreestoabidebythecampaignpublicityrules


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Communications Framework AcommunicationsplaniskeytoensuringthePEOmembershipunderstandthenewprocessesrequiredtoensureeffectivesuccessionofthePEOCouncilandisthemaintooltosuccessfullydelivermessagesinaconsistentandeffectivemanner.Theplanwillnotonlyensurethatmembersareinformed,itwillbuildawarenessand,ideally,driveengagementintheelectionprocess.TohelpPEO,thisdraftcommunicationsframeworkoutlineshigh-levelitemsthatoughttobeconsideredinthedevelopmentofatacticalCommunicationsPlan.Purpose:ToinformPEOmembershipaboutthenewCouncilSuccessionPlanningProgram.Objectives:

- IncreaseknowledgeabouttheroleofPEOCouncilandtherolesandresponsibilitiesofCouncillors.

- Informmembersaboutnewsuccessionprocesses,includingskillandcompetencyrequirementsandneeds,andchangestotheelectionprocess.

- InformtheOntarioPublicAppointmentsSecretariataboutPEO’smost-neededskillsandcompetencies,withtheintenttofocustheirsearchforcandidatesthatwillhelptofillgapsinthoseskillsandcompetencies.

- Developapipelineofdiversecandidateswhowishtostandforelection.- Improveemployersupportofstaffwhomaychoosetostandforelection.- Improveengagementintheelectionprocess.

Audience:

- PEOMembership- SittingCouncillors- EmployersofPEOmembers- OntarioPublicAppointmentsSecretariat

Influencers/Partners:

OSPEKeyMessages

- Withtherecentimplementationoftermlimitsforcouncilmembers,PEOisdevelopingamorerobustCouncilsuccessionplanningprocess.

- ThisnewprocessisimportantforthecontinuedeffectivegovernanceofPEO.ItbringsusinlinewithotherregulatorsinOntario,Canada,andaroundtheworld.

- Getengaged!Weareonlyasstrongasourmembership.Taketimetolearnaboutthenewprocess.Learnaboutthecandidateswhoarehopingtoearnyourvote,andrepresentthebestinterestsofourprofessionandthepublic.

- ConsideringrunningforCouncil?Therearenewstepsyouneedtotake.Learnmore<here>.SuggestedActivities:

- RegionalCouncillorstodeliveroneworkshop/yearatregionalcongressestoimproveawarenessoftheelectionprocess.

- PublishresultsofCouncilgapanalysis.Implementation:ImplementedbythePEOCommunicationsdepartment.OversightbytheSPC.


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OntarioNetworkofEmploymentSkillsTrainingPrograms.(n.d.).SuccessionPlanningToolkitfornonprofitorganizationleadership.ONESTEP.

OntarioNetworkofEmploymentSkillsTrainingProjects(ONESTEP).(n.d.).SuccessionPlanningToolkitfornonprofitorganizationleadership.Toronto:ONESTEP.

OxfordCounty.(2015,April).SuccessionPlanningandLeadershipDevlepment.RetrievedMay2019,fromhttp://www.oxfordcounty.ca/Portals/15/Documents/HumanResources/HR%20Succession%20Planning%20Toolkit%2020150602.pdf

PEO.(2019,May/June).EngineeringDimensions.RetrievedJune2019ProfessionalEngineersOntario.(2011).PEOCouncilManual.ProfessionalEngineersOntario.(2017).CouncilTermLiitsTaskForce(CTLTF)Reportand

Recommendations.StandordSocialInnovationReview.(2017,August).ARoadmaptoBetterOBards.RetrievedJuen2019,

fromhttps://ssir.org/articles/entry/a_roadmap_to_better_boardsSweeney,B.(2013,January).SuccessthroughSuccession:AReviewofRecentLiterature.RetrievedApril

2019,fromQueensIndustrialRelationsCentre:https://irc.queensu.ca/articles/success-through-succession-review-recent-literature


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TheOntarioNetworkforEmploymentSkillsTrainingProjects.(2018).SuccessionPlanningToolkitfornonprofitboarddirectors.ONESTEP.

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APPENDIX A: Document Review ThepurposeofthereviewwastolearnmoreabouthowtheCounciloperatesandtodetermineifpoliciesandproceduresneedtobeadaptedorcreatedtoenablesuccessionplanning.DocumentTitle NotesSPTFTermsofReference&workplan Councilmotion:

TheSPTFwilldevelopacomprehensiveimplementation

planwithschedule,futureoperatingexpensesofsearch

andtrainingmodules,candidatetargets,media

programmetoeducatemembersetc.CouncilTermLimitsTaskForce(CTLTF)revisedrecommendationsforsuccessionplanningandtermlimits

Describesrecommendationsrelatedtosuccessionplanningandtermlimits.

CouncilTermLimitsTaskForceFinalReport ReceivedattheMarch24,2017PEOCouncilmeetingPEOStrategicPlan2018-2020 StrategicObjective7:Refinethevolunteerleadership

framework–PEO-specificleadershipvalueswillbeconsistentlypracticedbyvolunteers,andpromotedthroughrecruitment,training,mentorship,termlimits,successionplanningandevaluation.

PEOCouncilManual,lastapprovedFebruary2011

SectionsimportanttothisprojectareinAppendixB.Willneedtobeupdatedtoreflectchanges.

PEOCouncilMeetingSchedule PEOCouncilMeetingAgendaandMinutes,June2017

AdoptionofCTLTFrecommendations(asamendedinthemeeting)forthestartofthe2019electioncycle.

VolunteerManual,2016 BasedonthePEOCouncilManual,moreuserfriendly.Describesvolunteeropportunities,alongwithvolunteerpathways(i.e.chaptervolunteerprogram).IncludesPEO’sEquityandDiversityPolicy:“ThatPEO’sactivitiesinrecruitmentandretentionofstaffandvolunteershavea

focusonachievingequityandincreasingdiversitywithin

theengineeringprofession”.

ListofCommitteesandTaskForces RegionalCouncillorCommitteeInfo ListscommitteerostersRegionalCouncillorCommitteeTermsofReference

Nothingre.successiontothePEOcouncil

2019ElectionPublicityProceduresand2019VotingProcedures

2020ElectionGuide ElectionandSearchCommitteeTermsofReference

PEOAnnualReview,2018 EngineeringDimensions,May/June2019


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APPENDIX B: SPTF Terms of Reference & CTLTF Recommendations

SPTF Terms of Reference 1. DevelopanImplementationPlanforsuccessionplanning,basedonCouncilapprovedsuccession

planningrecommendations1to13.2. PrepareTermsofReferencefortheSuccessionPlanningCommitteethatwillimplement

successionplanningasperCouncilapprovedRecommendation16:Uponcompletionofitswork,

theSPTFwillbereplacedbyaSuccessionPlanningCommittee(SPC)tomaintaintheprogramme

andmanageitsevolutioninfutureyears.3. TaskForcedeliverablesincludetheaboveTermsofReferenceandImplementationPlanforthe

proposedSuccessionPlanningCommittee.TheImplementationPlanshallincludekeyrecommendations,aschedule,amaintenance&oversightprocessandpotentialoperatingexpenses.

4. Engagekeystakeholdersthroughmeetingsandthepeerreviewprocessinthedevelopmentoftheplan.Stakeholdersshallinclude,ataminimum,theCentralElectionandSearchCommittee(CESC),theHumanResourcesCommittee(HRC),theAdvisoryCommitteeonVolunteers(ACV)andtheEquityandDiversityCommittee(EDC).

CTLTF Recommendations Recommendations1-13asapprovedattheJune2017CouncilMeeting: 1 CouncilmustidentifytheskillsandexperiencethatthebestCouncillorswouldexhibit.2 Councilundertakesagapanalysisonanannualbasistoidentifyweaknessesinthecurrent

Councilmake-up,andidentifiesappropriatecriteriaforstrengtheningtheteam.3 Thesearchcommitteeemploysthedefinedskillslisttofindsuitablecandidatesinthe

engineeringcommunityandthePEOvolunteercommunity.4 PEOmustdevelopaleadershipprogramandprovidetrainingopportunitiesforinterested

candidatestoupgradetheirskillsetsintheareasthataredeemedofvalue.5 AFutureLeadersSymposiumshouldbeheldyearlyorbi-annuallytointroducePEO,the

organizationandleadershippossibilitieswithintheorganization,toyoungandnewvolunteers.6 Theelectoratemustbeeducatedonthenecessaryskillsandcompetenciestolookforin

Councilcandidates.7 TheengineeringpublicmustbeeducatedontheimportanceofCouncil’sroleinregulatingthe

profession.Thismayincreaseinterestofsuitablecandidatestoaspireforservicetotheirprofession.

8 PEOmustworkwithengineeringemployerstoencouragewaystofacilitatetheiremployeestoconsiderservicetotheprofession.

9 Adeterminationmustbemadeifitispossibletoremovebarriersthatimpedecertainvolunteersofaspecificdemographic(specificallyageandfamilystatus)fromservingonCouncil.

10 PEOmustsetasidemoneyfortrainingandpossiblyemployercompensation.


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11 TheCouncilManualshouldbeupdatedandbemorecompletesothatitcanbeusedforinformationandtrainingontheexpectedroles,responsibilitiesandtimecommitmentsasaCouncillor.

12 AmentorshipprogramshouldbesetupfornewCouncillors.13 HRCmustshareourskillscompetenciesguidelinewiththePublicAppointmentsSecretariat.It

ishopedthattheLieutenant-GovernorAppointedCouncillors(ifstaggeredintime)mayhelpfillskillsgaps.


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APPENDIX C: Sample PEO Council Skills Matrix and Inventory

Indicateknowledge,skills&experienceforeachcategory:

Advanced=3,Good=2,Fair=1,None=0

CouncillorName Region

Gender/Otherself-identifiedDiversities Education Discipline

Lead

ership

Board&Governa

nceExpe

rience

RiskM

anagem

ent

RegulatoryUnd

erstan

ding

Commun

icatio

n&Pub

licAffa

irs,

Socia

lMed

ia

TechnicalProficiency

Strategy

Fina

ncialLite

racy

Human

Resou

rces

TotalScore

TotalBestScore


49

APPENDIX D: Draft SPC Terms of Reference DraftSPCTermsofReferenceAdraftTermsofReferencefortheSPChasbeencreatedtouseasastartingpoint.Itwillbecompleted

byeithertheSPTForSPC.

Legislatedand

otherMandate

approvedby

Council

TooverseePEOCouncil’ssuccessionplanning.

KeyDutiesand

Responsibilities

Insertannualworkplan

Constituency,

Number&

Qualificationsof

Committee

Members

TermLimitsfor

Committee

Members,Chair

Chair:

CommitteeMembers:

- Multipleyearterms

Qualificationsand

electionofthe

Chair

Succession

Planning

Quorum InaccordancewithWainberg’sSocietyMeetingsIncludingRulesofOrderandsection

25(i)ofBy-LawNo.1,quorumforthepurposeofhavingthemeeting’sdecisionsbe

consideredbindingisatleast50percentofthecommittee’s/taskforce’smembership

presentatthemeeting.

Meeting

Frequency&

Time

Commitment

OperationalTime

Frame

Committee

Advisor

Committee

Support