Strategy 2017–2022Towards A Century Of Service

Contents

Message from Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

APEGA’s Mandate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Strategic Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Core Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

APEGA Strategy 2017–2022 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

APEGA Strategy 2017–2022 at a Glance . . . . . . . . . . . . . . . . . . . . . 9

Priority 1 – Continuing Professional Development . . . . . . . . . . . . . . . . 11

Priority 2 – Professional Practice . . . . . . . . . . . . . . . . . . . . . . . . . 13

Priority 3 – Organizational Excellence . . . . . . . . . . . . . . . . . . . . . . . 15

Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

APEGA’S VISIONAPEGA will earn the confidence of the public and instill pride in its Members.

APEGA’S MISSIONRegulate the practices of engineering and geoscience to serve the public interest in Alberta.

3

Message from Council

This is an updated APEGA strategic plan for 2017–2022. Becoming a stronger regulator continues to be the ultimate outcome for APEGA with the following three strategic priorities:

• Continuing Professional Development: advance the professional competency and conduct of Members

• Professional Practice: increase Permit Holder and Responsible Member engagement to enhance the professions

• Organization Excellence: enable APEGA to deliver excellent organizational performance and results

These priorities will set the agenda for our business planning for 2017 through to 2022. Realizing that there are many variables that will affect our ability to execute this plan, and that the needs of our membership are varied, we are mindful of the following:

• Relationships with all of our membership, Permit Holders, and stakeholders are critical to our success. Therefore, their feedback must be considered for APEGA to become a more proactive regulator.

• All solutions must be scalable, appreciating the variation in the organizations, structures, and sizes of our Permit Holders.

• This plan will require additional investment in people and funding to achieve success. We are sensitive to the economic conditions and that the impact that fees and dues will have on all our Members. We will continue to look for ways to optimize resources and achieve efficiencies.

This plan is driven by the engagement of Members and Permit Holders and sustained by the capable management of APEGA staff. We are confident that this plan will set the conditions for APEGA to move proudly into our second century of service. It will be reviewed annually to ensure that these priorities remain relevant and appropriate.

4

Executive CommitteeSteve E. Hrudey, P.Eng., PhD, DSc(Eng.), FCAE President

Jane Tink, P.Eng., FEC, FGC (Hon.) President-Elect

John Rhind, P.Geol. Vice-President

Connie Parenteau, P.Eng., FEC, FGC (Hon.) Past-President

CouncillorsNatasha Avila, P.Eng.

Dr. Jeff DiBattista, P.Eng., MBA

Lisa Doig, P.Eng., FEC, FGC (Hon.)

Jennifer Enns, P.Eng.

George Eynon, P.Geo., FGC, FEC (Hon.)

Darren Hardy, P.Eng.

Dr. Brad Hayes, P.Geol., FGC, PhD

Dr. Timothy Joseph, P.Eng., PhD, FCIM

Mahsoo Naderi-Dasoar, P.Eng.

Manon Plante, P.Eng., MDS, CD1

Art Washuta, P.Eng.

Terence Waters, P.Eng.

Public Members of CouncilRoss J. Harris, FCA, ICD.D

Mary Phillips-Rickey, FCA

5

APEGA’s Mandate

Since 1920, APEGA has been a strong self-governing body, proudly fulfilling the mandate given to it by the Engineering and Geoscience Professions Act (EGP Act). APEGA’s authority is derived from this Act.

EGP Act• Defines the practices of professional engineering and professional geoscience.

• Establishes The Association of Professional Engineers and Geoscientists of Alberta.

• Stipulates that one must be a Member of APEGA to engage in the practices of professional engineering and professional geoscience in Alberta.

• Charges APEGA with administration of the Act.

• Vests in the Council all authority to govern APEGA.

APEGA’s Duties Under the EGP Act • Serve and protect the public interest.

• Exercise its powers and functions and perform its duties.

• Enforce the Act.

APEGA’s Objectives • Uphold the public interest respecting the practices of professional engineering and

professional geoscience by:

• ensuring the competence, independence, professional conduct, and integrity of its Members.

• ensuring that each person engaged in the practices of professional engineering and professional geoscience is accountable to APEGA.

• Govern its Members in accordance with the EGP Act, the bylaws, and the regulations.

• Establish, monitor, and enforce standards of education and qualifications for enrolment, registration, and continued membership in APEGA.

• Establish, monitor, and enforce codes of conduct and standards of practice for its Members.

6

Strategic Framework

APEGA’s strategic plan outlines the directions we must take to achieve our vision. This plan identifies three priority areas for 2017–2022:

1. continuing professional development

2. professional practice management

3. organizational excellence

Although these priority areas will change over time as the needs of the organization change, APEGA’s mandate as stated in this plan remains constant.

Ongoing Challenges• APEGA will make every effort within our mandate to support our Members. Alberta is in the

midst of the worst economic downturn in at least the last 30 years. Driven by low oil prices, many of our Members in this engineering and geoscience intensive sector have been severely affected. Unemployment in parts of the province has reached more than 10 per cent and may be even higher for those in our professions.

• APEGA must determine how to best serve the public interest as a provincial regulatory body in a global economy, given the resources available.

• APEGA must clearly demonstrate self-regulation as the most efficient and effective model for the practices of engineering and geoscience. The efficacy of self-regulation cannot be assumed to be self-evident.

• APEGA must demonstrate effective performance of regulatory and non-regulatory activities and achieve positive regulatory and non-regulatory outcomes to deliver on its mission.

• APEGA’s ability to uphold the public interest requires a partnership with its Members and Permit Holders. The challenge, therefore, is to ensure that APEGA is relevant to its membership.

7

Core Values

APEGA’s core values are the guiding principles that dictate our behaviour and action. APEGA Corporate Values

Each of our four values are equally important but INTEGRITY is at the core of our corporate values.

We exhibit INTEGRITY when we:§ Match actions to words§ Behave openly and honestly§ Treat everyone fairly and impartially§ Do the right thing — even when no one is watching

We exhibit ACCOUNTABILITY when we:§ Act reliably§ Own our outcomes§ Help others succeed§ Use transparent processes

We exhibit SERVICE when we:§ Exceed expectations§ Seek solutions§ Keep commitments§ Listen and empathize

We exhibit INNOVATION when we:§ Identify problems§ Seize opportunities§ Champion solutions§ Learn and share

In addition to the four core values are two important concepts:1. Our SOCIAL LICENCE to OPERATE2. PROTECTING PUBLIC SAFETY and WELLBEING

Definitions

Priorities: The high-level goals that the organization will pursue under this strategy. These goals address the risks and opportunities identified through a series of strategic planning sessions.

Objectives: The high-level deliverables in a six-year period in each of the priority areas.

Outcomes: The specific deliverables (tangible and measurable) in a six-year period in each of the priority areas.

Each of our four values are equally important but INTEGRITY is at the core of our corporate values.

We exhibit INTEGRITY when we:• Match actions to words• Behave openly and honestly• Treat everyone fairly and impartially• Do the right thing — even when no one is

watching

We exhibit ACCOUNTABILITY when we:• Act reliably• Own our outcomes• Help others succeed• Use transparent processes

We exhibit SERVICE when we:• Exceed expectations• Seek solutions• Keep commitments• Listen and empathize

We exhibit INNOVATION when we:• Identify problems• Seize opportunities• Champion solutions• Learn and share

In addition to the four core values are two important concepts:1. Our SOCIAL LICENCE to OPERATE2. PROTECTING PUBLIC SAFETY and WELLBEING

8

APEGA Strategy 2017–2022

Three Strategic Priorities1. Continuing Professional Development – Improving the competencies of our Members.

2. Professional Practice – Regulating the practices of engineering and geoscience more effectively through engagement with Permit Holders to synchronize and enhance expectations associated with practice standards and Professional Practice Management Plans.

3. Organizational Excellence (E.g., Quality Management System, Financial Management System, Information Technology, Regulatory Operations) – Ensuring that APEGA operates effectively and efficiently to provide greater value to Members.

Continuing Professional Development

Professional Practice

Organizational Excellence

REACTIVE REGULATION

2017 CPDoperational

Practice review operational

Strengthen the foundation

2018 Refine based on learnings and start to

build capacity

Refine based on learnings and start to

build capacity2019

PROACTIVE REGULATION

Continuously improve2020–2022 Fully functional

and scalableFully functional

and scalable

9

APEGA Strategy 2017–2022 at a Glance

PRIORITY OBJECTIVE OUTCOME

1. CONTINUING PROFESSIONAL DEVELOPMENT (CPD)

Members committed throughout their careers to the upstanding obligations of an APEGA professional

Members have clear understanding of CPD requirements and importance of maintaining compliance

Enhanced CPD program, including ethics, as an integral component of CPD throughout Members’ careers

Audit systems to assess effectiveness and Member compliance

2. PROFESSIONAL PRACTICE

Professional practice standards, guidelines, and bulletins developed

Permit Holders more engaged in self-regulation of the professions

Responsible Members empowered to fulfill their obligations confidently

Improved ability to protect title or practice

Standards for Council to enforce against

Implemented Professional Practice Management Plan (PPMP) and practice standards, and a management system for self-assessment and auditing

Enhanced system to oversee PPMPs and a management system for professional practice standards, training, self-assessment, and auditing

Sustainable permit processes, including PPMP reviews for all new permits

10

APEGA Strategy 2017–2022 at a Glance

PRIORITY OBJECTIVE OUTCOME

3. ORGANIZATIONAL EXCELLENCE

Implement quality management system (QMS) in key operational and regulatory areas

Develop long-term information technology plan that supports APEGA’s overall strategy

Introduce improved financial stewardship

Have statutory oversight reporting enhancements

Have modern legislation – new act, regulations, and bylaws

Robust QMS, including processes, policies, and procedures, with audit functions to evaluate effectiveness

Stable information technology environment that provides the service that Members and staff require

Enhanced financial processes, strategic guidance, and leadership, and transparent performance reporting

Operational statutory processes, policies, and procedures and effective Member and Permit Holder registry

Complementary policies associated with legislative changes implemented

11

Priority 1 – Continuing Professional Development

APEGA plays a key role in supporting Members in their demonstration of excellent professional practice. We are committed to having all Members deliver the highest level of value and commitment in their roles. In the interest of protecting the health, safety, and welfare of the public, it is essential for professionals to engage in lifelong learning. APEGA’s focus will be to increase its emphasis on sustained professional competence by increasing the range of regulatory professional development offerings.

Implementing Strategy 2017–2022: Continuing Professional Development (CPD)

DELIVERABLES ACHIEVED BY END OF 2017

DELIVERABLES ACHIEVED BY END OF 2018

DELIVERABLES ACHIEVED BY END OF 2019

DELIVERABLES ACHIEVED THROUGH 2020–2022

Sustainable CPD program with necessary key processes and procedures

CPD audit pilot implemented to assess effectiveness and compliance

Strategy to review and manage CPD non-compliant Members

Competency matrix that considers technical and managerial routes and associated risks

CPD framework combining professional development and CPD activities

Learnings leveraged from pilot to launch enhanced CPD program

Increased scope of CPD audit program

Robust CPD audit capability

Plan for phased scale-up of CPD audit program through to 2022

Ethics component of CPD program

CPD audit program delivering at audit levels determined by Council

12

Over six years, this means:• APEGA has a CPD program in compliance with recommended levels set by Council

• APEGA will have increased the commitment of Members to the obligations of being Professional Members

• Members have a clear understanding of the requirements for CPD and the importance in maintaining their compliance

• Members have a renewed commitment to and understanding of the APEGA Code of Ethics

To achieve the outcomes and objectives of this priority area, APEGA will undertake strategies and tasks as part of Strategy 2017–2022 that include:

• ensuring that Members are aware of the latest science and technology, management, planning, and leadership issues relating to their practice

• ensuring that Members continue to abide by the APEGA Code of Ethics

• ensuring that Members practise competently

• proactively auditing Members and disciplining those Members who are not practising competently

13

Priority 2 – Professional Practice

The goal is to enhance and clarify expectations and oversight for professional practice standards and Professional Practice Management Plans (PPMP), ultimately enhancing APEGA’s ability to self-regulate. APEGA has several thousand Permit Holders, all mandated to develop, maintain, and enforce PPMPs. As our regulatory focus moves beyond registration to heightened attention to professional practice, the need for an up-to-date, adaptable, and relevant practice review program that meets the needs of Permit Holders and the public is required. With that, APEGA has an opportunity to expand and strengthen relationships with Permit Holders and Responsible Members to help achieve this goal. Noting that all solutions must be scalable and appreciating the considerable variation in the structure and size of our Permit Holders.

Implementing Strategy 2017–2022: Professional Practice

DELIVERABLES ACHIEVED BY END OF 2017

DELIVERABLES ACHIEVED BY END OF 2018

DELIVERABLES ACHIEVED BY END OF 2019

DELIVERABLES ACHIEVED THROUGH 2020–2022

Greater understand-ing fostered across the professions for the need for enhanced management systems for professional practice standards and PPMPs

Professional practice standard published to be enforced against in investigations and practice reviews

Additional professional practice standards developed to be enforced against

Policies and processes for practice reviews maintained, and learnings from pilot to increase scale of reviews implemented

Additional professional practice standards developed to be enforced against

Plan for phased scale-up of practice reviews through 2022.

Continuous improvement of professional practice standards, guidelines, and bulletins

Table continues on next page

14

DELIVERABLES ACHIEVED BY END OF 2017

DELIVERABLES ACHIEVED BY END OF 2018

DELIVERABLES ACHIEVED BY END OF 2019

DELIVERABLES ACHIEVED THROUGH 2020–2022

Practice review pilot program implemented and required policies and processes established

Permit cancellations and reinstatements compliant with EGP Act

New permit issues, cancellations, and reinstatements in compliance with EGP Act

PPMP reviews completed for all new permits

Clear expectations set with Members and Permit Holders on the frequency of CPD and practice review audits

Over six years, this means:• Permit Holders will have meaningful PPMPs that accurately describe how they create and

manage the delivery of professional practice in their companies

• Professional practice standards exist and are being enforced

• Permit Holders become more engaged in the self-regulatory matters of professional practice

• Responsible Members feel empowered to fulfil their obligations confidently, and they clearly understand the frequency at which they will be audited for compliance

Our focus will be on supporting Members in their practices and ensuring that we communicate important practice issues effectively. Moreover, we will continue to work with our Members to ensure they stay within their areas of competence. We will discipline those who do not.

15

Priority 3 – Organizational Excellence

APEGA must operate effectively and efficiently to ensure that we provide value to our Members. Organizational excellence is key.

As part of this drive, we will make material improvements to how we work with the implementation of a formal quality management system (QMS). We will also focus on providing a stronger foundation of financial management enabling more strategic oversight by both staff and Council. Other crucial work continues in the improvements we are making to our registration processes and tools and in the stability we are developing in information technology.

Implementing Strategy 2017–2022: Organizational Excellence

DELIVERABLES ACHIEVED BY END OF 2017

DELIVERABLES ACHIEVED BY END OF 2018

DELIVERABLES ACHIEVED BY END OF 2019

DELIVERABLES ACHIEVED THROUGH 2020–2022

QMS implemented based on ISO 9001:2015. Includes Year 1 priority quality and operational processes, and initial training for staff

IT strategy complete, network stabilized, and data cleaned

Recommended changes to financial management system and forecasting model implemented

Year 2 priority processes for quality and operations. Limited audits for implemented processes begun

Improved Member Self-Service Centre experience

QMS fully implemented and audited for conformance to ISO 9001:2015 and organizational requirements

Data clean-up requirements re-evaluated

QMS in continuous state of improvement

Annual review of IT strategy against best practices

Table continues on next page

16

DELIVERABLES ACHIEVED BY END OF 2017

DELIVERABLES ACHIEVED BY END OF 2018

DELIVERABLES ACHIEVED BY END OF 2019

DELIVERABLES ACHIEVED THROUGH 2020–2022

Legislative review and submissions, in cooperation with the Government of Alberta, completed

Volunteer management system

Registration renewal project completed — improved timeliness, consistency, and defensibility of all licensure decisions

Financial management core processes, policies, and procedures documented

Needed bylaw and policy changes addressed with Bylaw Subcommittee to complement the planned legislative changes

APEGA’s strategic finance plan refined

All complementary policies and processes associated with legislative changes implemented

Annual review of financial management processes and reporting with Audit Committee to address known issues and suggestions

Over six years, this means APEGA will have:• a robust QMS that enables organizational effectiveness and continuous improvement

• a strong and robust IT system that delivers the services that Members and staff require

• a financial management system that enables effective strategic oversight for staff and Council

• enacted regulatory improvements associated with the legislative review

17

Resources

As we prepare to deliver on these new strategic objectives, we will base our solutions on some general guidelines:

• Managing Expectations. In today’s economy, perhaps more than ever, it is essential to ensure that our plans to strengthen APEGA’s regulatory framework do not place an undue burden on our Members or Permit Holders. This means striving to minimize costs paid through dues and to fully understand the impact of new regulatory requirements for Permit Holders.

• Efficiency. APEGA’s employee base has increased significantly to keep pace with the rapid expansion of our membership. In addition, as a self-regulating organization, APEGA uses hundreds of volunteers to conduct much of its business. With this in mind, we must carefully consider which activities to pursue and to what extent. Within these limitations, any essential expansion must be done in a thoughtful, deliberate manner to address essential regulatory challenges.

Strategy 2017–2022 identifies how APEGA will grow over the next strategic cycle. These efforts are in addition to the everyday tasks and responsibilities that APEGA must complete as a regulator and as an association. Strategy 2017–2022 will require additional resources and people to execute. We are mindful that we must continue to manage within the expectations of the membership and continually strive to create efficiency. Strategy 2017–2022 funding decisions will continue to be subject to the annual business planning and budget process, as well as Council approval.

18

The Future

Strategy 2017–2022 builds a stronger foundation so that APEGA can become a more proactive regulator. A stronger foundation will set the stage to enable us to deliver on our core regulatory obligations—registration, compliance, discipline, practice guidance and standards, and professional development. These activities are fundamental to fulfilling our mandate under the Engineering and Geoscience Professions Act and will remain priorities for APEGA.

With Strategy 2017–2022 acting as our guide for growth through the next six years, APEGA will report annually on progress made as we move towards our objectives and outcomes. During the annual business planning cycle, we will continue to analyze the financial and operating environments, as well as solicit the feedback of Members. This will ensure that our strategic plan and its priority areas, objectives, and outcomes remain appropriate, affordable, and achievable.

With continued care and attention, Strategy 2017–2022 will set the conditions for Professional Engineers and Professional Geoscientists to move confidently into the next century of service to Alberta.