2020 Board Strategic Workshop Jean Boudreau, FEC, P.Eng. President, Engineers Canada and Chair of the Strategic Plan Task Force 1
Safety procedures Do not shake hands Wash your hands and use hand sanitizer frequently Do not touch your face Follow the tape on the ground As per Banff’s municipal by‐law, you must wear masks in indoor and some outdoor public places 2
Isolate yourself and advise staff if you have: • Fever or chills • Cough • Shortness of breath or difficulty breathing • Fatigue • Muscle or body aches • Headache • New loss of taste or smell • Sore throat • Congestion or runny nose • Nausea or vomiting • Diarrhea 3
Format of the workshop • For each priority, we will: 1. Have a quick overview of the priority 2. Break out in groups to discuss 3. Have a plenary discussion on group findings • We will have a 10 minute break after each priority 4
Roundtable and introductions • Please tell us: Your name and jurisdiction How will we know we had a successful workshop 5
Expected outcomes We will: Adopt a vision Understand impact of COVID‐19 on regulators and how we can help Reach consensus on 3‐5 strategic priorities for regulator consultation 6
Voting procedures • During the workshop, we will ask you to vote twice: Select one of two potential accreditation priorities Rank potential strategic priorities • You can use your phone, computer or tablet • First, we will do tests 7
PollEv.com/heidithe elen579
PollEv.com/heidithe elen579 1 = most important priority 5 = least important priority
Break (10 min) 10
Context on strategic planning process Gerard McDonald, MBA, P.Eng., ICD.D Chief Executive Officer, Engineers Canada 11
Milestones ‐ fall 2019 • Current 2019‐2021 Strategic plan was approved in May 2018 • Started process for 2022‐2024 strategic plan in summer 2019 • Draft environmental scan was sent for consultation with regulators, CEAB, CEQB, and EDC in September 2019 • Environmental scan was approved by the Strategic Plan Task Force in December 2019 • SWOT and strategic risks analysis was approved by the Finance, Audit, and Risk Committee in December 2019 12
Milestones – winter and spring 2020 • Final environmental scan and SWOT and strategic analysis was sent to Board, presidents, CEAB, CEQB, CEOs, and officials' groups in February 2020 • Foresight workshop was held with Board directors, presidents, CEOs, and representatives from CEAB and CEQB on February 25, 2020 • Draft foresight report was sent for feedback to Board directors, presidents, and CEOs in April 2020 • The final foresight report was included in the May 2020 Board Meeting agenda book 13
Development and consultation process 1 st draft strategic plan Approval by Members of Draft list of proposed strategic priorities strategic plan Foresight report Approval by the Board of strategic plan Foresight exercise Environmental scan 2019 2020 2021 Regulator Environmental scan consultations consultations “Emerging “Identification “Research” “Acceptability” “Approval” Issues” and prioritization” 14
COVID‐19’s potential strategic impact in 2022 and beyond Gerard McDonald, MBA, P.Eng., ICD.D Chief Executive Officer, Engineers Canada 15
Background • Long‐term strategic impact of COVID‐19 is still uncertain • Still need to consider it in strategic planning process • Conducted an environmental scan on factors that might impact regulators, Engineers Canada, and the profession • Sent a survey to Board, CEOs, and presidents • Asked staff to provide information for their areas of work 16
Environmental scan results – potential impact in 2022 and beyond • Delay in admission processes • Ontario court has ruled that videoconference hearings can proceed • Women, Indigenous peoples, visible minorities, and people with disabilities more likely to be negatively impacted • Pressure to modify accreditation process increased • Projected revenues decrease, unknown extent 17
Survey responses – potential strategic priorities in 2022 and beyond • Provide accommodation measures in accreditation • Gather information/share best practices among regulators • Share tips/develop guidelines in the practice of engineering and ensuring healthy workplaces • Promote use of technology to federal government 18
Proposed vision statement Stephanie Price, FEC, P.Eng., CAE Executive Vice President, Regulatory Affairs 19
A clear vision statement should be: Focused and describe future state of success Clear, easily understandable Inspiring but realistic Tied to strategy, which should seek to realize it Does not include how it will be achieved (mission) 20
Background • At the foresight workshop, each table worked on a vision statement • All were discussed and put on a wall • Attendees voted 21
Top 3 vision statements from February Foresight Workshop Strengthens and advances the engineering profession as a trusted and collaborative federation of regulators Advances engineering regulation and the profession through a unified national body Engineering regulators collaborating to advance the protection of the public 22
Strengthens and advances the engineering profession Engineering regulators collaborating to as a trusted and collaborative federation of regulators advance the protection of the public Advances engineering regulation and the profession through a unified national body 23
Stay tuned! The vision will be unveiled at the workshop!
Break (10 min) 25
Strategic priorities Gerard McDonald, Chief Executive Officer Stephanie Price, Executive Vice President, Regulatory Affairs Jeanette Southwood, Vice President, Corporate Affairs and Strategic Partnerships 26
Background • At foresight workshop, each table proposed up to five strategic priorities • Priorities were discussed and clustered on a wall • Attendees voted on their top five priorities 27
Approach for strategic priorities • Staff refined those priorities, considering: Alignment with our purposes Likelihood of being done in 3 years Complementing (not duplicating) regulators’ activities Of national importance, likely to receive pan‐Canadian support Address major trends and/or strategic risks • Each will be presented and discussed in break out groups • Prioritization will take place the end of the day 2 28
About the proposed accreditation priorities • There are 2 different accreditation options: Deliver improvements in accreditation: which would improve the current accreditation system Strengthen the foundation of accreditation: which would create a new accreditation framework, with impacts on non‐CEAB applicants as well • You will be asked to choose one as they are mutually exclusive 29
What are Accreditation WHAT? we doing? • Under current Strategic Plan: SP1: Accreditation Improvement Program (AIP) SP2: Accountability in accreditation OP1: Accrediting undergraduate programs • By end of 2021, we will have: Accountability in accreditation Accreditation improvement program Completed the work of the Accreditation Unit Task Force Visits, decisions and ongoing improvement 30
What is Deliver improvements in accreditation the issue? • Last major update of criteria and procedures was 2015 • Over time, criteria and interpretive statements have been added, creating inconsistencies, unnecessary work, and confusion • Accountability in Accreditation Committee will make recommendations by end of 2021, need additional resources to implement 31
How will we Deliver improvements in accreditation address the In‐depth review of the Accreditation Criteria and issue? Procedures Report Implementation of recommendations from the Accountability in Accreditation Committee 32
What does Deliver improvements in accreditation success Accreditation participants have clear and looks like? consistent criteria and procedures CEAB addresses gaps and recommendations identified by the Accountability in Accreditation Committee Engineers Canada Board and regulators improve their relationship with the Higher Education Institutions (HEIs) 33
Additional resources Deliver improvements in accreditation • Over 3 years: < $1M over 3 years, including 1 full‐time equivalent (FTE) + consultants Additional resources are required to get: › Benchmark study of similar accreditation systems › Technical writer to revise criteria and procedures report › Additional CEAB staff to implement initial recommendations from Accountability in Accreditation, and report revisions 34
Strengthen the foundation of What is the accreditation issue? • Lack of definition of academic requirement for licensure undermines defensibility of accreditation and assessment of non‐CEAB applicants • Current purpose of accreditation does not go beyond minimum academic knowledge • Current contact‐based measurement of the minimum path is not aligned with educational delivery methods 35
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