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1 Business Plan safetycodes.ab.ca

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3 Table of Contents Introduction 4 Strategic Priorities 5 Organizational Structure 7 Business Plan Goals Financials Business Plan Page 3

4 Introduction Now in its 22 nd year, the Safety Codes Council (Council) has established a business plan for that is both challenging and attainable. The plan reflects the Council s growing mandate and responsibilities within the safety codes system. In addition to longstanding responsibilities, such as accrediting organizations and certifying safety codes officers (SCOs), the Council is continuing to build its audit capacity to provide greater oversight of the system and is establishing the Alberta Safety Codes Authority (ASCA) to manage the delivery of safety codes services in unaccredited municipalities. Maintaining strong partnerships and collaborating with stakeholders will remain fundamental to how the Council functions and delivers results within its growing mandate. The Council is working with Municipal Affairs and others to review the Safety Codes Act (Act) to ensure that it provides an appropriate legislative framework for the safety codes system. Contributions from volunteer members of sub-councils and their nominating organizations ensure that stakeholder input is considered when developing and adopting regulations, codes, standards, and policies that are crucial to the safety codes system. The Council is also engaging stakeholders on specific initiatives, such as professional development for SCOs and the future of esite. Throughout all its work, the Council s values will guide the way the organization interacts with partners and stakeholders and how individual members and staff carry out their specific roles and responsibilities. By adhering to its values and collaborating with government and stakeholders, the Council ensures transparency and accountability in the delivery of programs and services needed to keep Alberta a safe place to live, work, and play. Vision, Mission, Values, and Mandate In the planning process, the Council s Vision, Mission, Values, and Mandate were reviewed and reaffirmed as relevant to guiding the organization as a whole as well as individual members and staff. Vision Alberta: a safe place to live, work, and play. Mission Working with our partners and stakeholders, the Safety Codes Council provides an effective and sustainable safety codes system for structures, facilities, and equipment. Values The Safety Codes Council is focused on the safety of Albertans and guided by these core values: Innovation We encourage and promote excellence. Empowerment We promote accountability, celebrate successes, and recognize achievements. Integrity We conduct ourselves in a fair, responsible, and transparent manner. Teamwork We are committed to effective partnerships. Leadership We foster leadership at all levels. Mandate The Council derives its mandate from the Act and the Minister of Municipal Affairs to: review, formulate and recommend codes and standards to the Minister for the nine technical disciplines covered under the Act; develop and administer a system to accredit municipalities, regional service commissions, corporations and agencies to carry out specific activities under the Act; develop and administer a program to train, certify and designate SCOs; administer an appeal process for decisions made in the accreditation and certification programs and for orders and written notices issued under the Act; promote uniform safety standards and principles of barrier-free design and access; provide support for our partners; and carry out activities on behalf of the Minister. Page 4 Safety Codes Council

5 Strategic Priorities The Strategic Plan identifies five priorities to guide and align organizational planning, operations, and resource allocation over the next five years. These priorities establish how the Council will work to develop a safety codes system that proactively identifies and mitigates potential risks, educates stakeholders and the public about the system, and provides support and establishes accountability for the organizations and certified persons who deliver safety codes services across Alberta. They also speak to the leadership role that the Council will play in monitoring and administering that system. The strategic priorities are reviewed annually to ensure they reflect the changing provincial dynamics, identified safety risks and trends, and the capacities of the Council and its partners and stakeholders. Some key initiatives that the Council will be undertaking during in support of these priorities are identified below. SP-1 Strategic Priority 1. Alberta Safety Codes Authority: The Alberta Safety Codes Authority (ASCA) will be established to help ensure that accountable and effective safety codes services are provided in unaccredited municipalities throughout the province by utilizing a fee-for-service, contract-based accredited agency framework. In 2015, the Council will establish a comprehensive plan to successfully launch ASCA in January This planning process will include working with Municipal Affairs to ensure that necessary legislative amendments are completed in a timely manner. In , ASCA will focus on building internal capacity, refining business processes and operations, and educating stakeholders about the role and responsibilities of the new division. SP-2 Strategic Priority 2. Codes and Standards: The Council will collaborate with Municipal Affairs and others to develop and maintain effective codes and standards that are adopted in a timely manner and that meet provincial needs while also being harmonized with national and international models. In 2015, the Council will work with Municipal Affairs to develop legislative amendments that will facilitate more timely adoption of codes and standards. In , the Council will undertake a review of sub council mandates, which will include assessing the effectiveness of the processes that support members with reviewing and recommending adoption of new codes and standards. SP-3 Strategic Priority 3. Accredited Organizations and Certified Individuals: The Council will provide the education and support needed for accredited organizations and certified individuals to understand and fulfill their roles and responsibilities. In turn, these organizations and individuals will be accountable for meeting standards established in quality management plans (QMPs) and appropriately exercising statutory authority. Safety codes services delivered by accredited organizations and certified individuals will be monitored through independent audits and mandatory reporting. In 2015, the Council will initiate a comprehensive review of the uniform QMPs that establish the roles, responsibilities, and service delivery standards for accredited organizations. A student awards program will be implemented to support qualified individuals in obtaining SCO certification. In , the Council will continue to refresh the QMPs and will work towards implementing a new learning management system to support students and certified persons. Establishing a professional development program for SCOs and training for QMP managers will help individuals remain current and fulfill their responsibilities within the safety codes system Business Plan Page 5

6 Strategic priorities are reviewed annually to ensure they reflect the changing provincial dynamics, identified safety risks and trends, and the capacities of the Council and its partners and stakeholders. SP-4 Strategic Priority 4. Risk Management: The Council will become the recognized provincial repository of information about the safety codes system and will collect data about compliance monitoring, accidents and incidents, administration, and other services delivered by the Council and accredited organizations. Analysis of this information will help the Council and its partners to identify and mitigate potential risks, engage in evidencebased decision-making, and establish meaningful ways to measure and monitor the effectiveness of the system. In 2015, the Council will undertake a data inventory to determine how it is using information that it currently collects and whether additional information is necessary to monitor the safety codes system and mitigate strategic and operational risks. In 2016/17, the Council plans to invest in technologies and business applications, such as esite and business intelligence programs, to support its focus on risk management. It will also establish meaningful and publicly reported performance measures that can be used to assess the effectiveness of the safety codes system and Council operations. SP-5 Strategic Priority 5. Awareness: The Council will stand alongside Municipal Affairs as the face of the safety codes system, providing education and information to those who support and those who benefit from the system. Increased public awareness of the safety codes system will give Albertans more confidence in that system and help them understand what they can do to create safer environments. In 2015, the Council will launch a new visual identify to provide a consistent brand across its operations, and will include additional information about appeals and complaint investigation outcomes on its website. In , the Council will review and refresh its website to ensure that information about the safety codes system is easily accessible Page 6 Safety Codes Council

7 Organizational Structure Structurally, the Council is organized as follows: 1. Coordinating Committee The Coordinating Committee (CC) establishes strategic direction for the Council and oversees its governance framework. Chaired by Robert Blakely Q.C., the CC comprises individuals with expertise in finance, governance, human resources, law, and risk management. The CC also includes representatives from urban and rural municipalities and the chair of the Technical Coordinating Committee (TCC). 2. Technical Coordinating Committee The Technical Coordinating Committee facilitates communication and coordination among the sub councils, provides technical advice and recommendations to the CC, and provides input on a variety of projects and initiatives. This body is composed of the chairs of the 10 sub-councils, as well as representatives from labour, training institutes, and urban and rural municipalities. 3. Sub-Councils The Council has 10 sub-councils that are each responsible for one of the following technical disciplines or policy areas governed by the Act: Amusement Rides, Barrier Free, Boilers and Pressure Vessels, Building, Electrical, Elevators, Fire, Gas, Passenger Ropeways, and Plumbing. The sub-councils comprise more than 130 volunteers who are nominated by stakeholder organizations that represent different segments of the safety codes system, such as municipalities, industry, training institutions, and labour organizations. The sub-councils play a key role in developing and reviewing codes and standards, hearing appeals, and establishing service delivery standards for accredited organizations and certification requirements for SCOs. 4. Administration The Council has grown in recent years to fulfil its expanded mandate and meet the needs and expectations of Albertans. Council staff support the CC, TCC, and sub-councils. They also deliver the programs and services required by legislation and the Mandate and Roles Document. The business goals presented in this plan provide an overview of the organizational structure and the responsibilities for each of the Council s divisions and departments. Page 7

8 Business Plan Goals The Council has established the following business goals to achieve its strategic priorities and guide divisions and departments in delivering the programs and services needed to support the safety codes system. 1. Operations Division The Operations Division is comprised of the Accreditation, Certification, Audit, and Investigations departments. These departments perform core business functions that are essential for the operation of the safety codes system and directly support the Council in achieving its strategic priorities related to accredited organizations, certified individuals, and risk management. Accreditation Accreditation is the provincially recognized framework that enables municipalities, corporations, and regional service commissions to administer the Act within their respective jurisdictions and enables accredited agencies to provide safety codes services. The department is committed to ensuring that accredited organizations understand their responsibilities and meet or exceed standards established in their QMPs. Accreditation also manages Council processes for the provincial information system respecting orders and variances. Goal 1.1 Administer a system to authorize qualified organizations to administer all or part of the Act within their jurisdictions. Goal 1.2 Ensure established quality management plan requirements are appropriate and relevant. Goal 1.3 Increase the number of accredited organizations working under the current quality management plan model. In , the Accreditation department will be working with the sub-councils and stakeholders to review and revise the uniform QMPs for municipalities, corporations, and agencies. Other key initiatives will include implementing a new orders and variances management application, and developing training for QMP managers in accredited organizations. Certification The Certification department is responsible for certifying SCOs and master electricians, and designating legislative authority to SCOs and permit issuers. The department works closely with sub-councils, stakeholders, and other areas of the Council to ensure that certification requirements are relevant and appropriate and that certified persons have the training and other tools needed to help them fulfill their roles and responsibilities. Goal 1.4 Administer a professional and modern process to certify competent safety codes officers and master electricians in a timely manner. Goal 1.5 Collaborate with stakeholders to ensure that certification requirements for safety codes officers and master electricians are relevant and appropriate. Goal 1.6 Enhance the value that the safety codes officer and master electrician certifications provide to the safety codes system and Albertans. In , the Certification department is focused on modernizing the program administration to align with industry best practices and enhancing the value that SCOs and master electricians provide to the safety codes system and Albertans. This includes implementing a mandatory professional development program for SCOs and a new content management system for certified persons. The department will also define the roles and responsibilities of master electricians and establish a central registry for qualified persons under the Alberta Fire Code. Page 8 Safety Codes Council

9 Audit The Audit department was established in 2013 to assume responsibility for monitoring accredited organizations, which was previously completed through the checklist monitoring program administered by Municipal Affairs. The department objectively audits accredited organizations to ensure the safety codes system is being administered in a way that meets established standards and to ensure authorities within the system are responsible and accountable to the Council and Albertans. Completed audits provide the Council with an objective view of current practices and the health of the safety codes system in the building, electrical, fire, plumbing, and gas disciplines. Goal 1.7 Monitor and assess the processes and activities of accredited organizations and certified individuals to identify best practices and areas needing improvement. Goal 1.8 Communicate audit findings to appropriate parties to maintain and improve effective administration of the safety codes system. Goal 1.9 Analyze audit findings and work with other Council departments to follow up with accredited organizations and certified individuals to ensure that needed improvements are completed. In , the Audit department is focused on building capacity and refining its practices and procedures. A consolidated audit management application will be implemented to support staff with completing audits and reporting on findings. The department will also expand its scope to include audits of accredited corporations and agencies and review of orders, variances, and SCO field activities. Investigations As part of its oversight of the safety codes system, the Council investigates and addresses concerns and complaints about the conduct, performance, or competency of accredited organizations, SCOs, permit issuers, and master electricians. Complaint investigations are independent, unbiased, and objective, using accepted investigation methodology. Goal 1.10 Administer complaint investigations that are independent, unbiased, and objective. In , the Council will enhance the accessibility and transparency of the complaint investigation process by providing additional information on the Council website, including summary information on investigation outcomes. 2. Education and Training The Education and Training department is responsible for providing accessible and effective training for SCOs and for developing new and innovative ways to deliver this training. The department works closely with the sub-councils and contracted individuals to develop, update, and deliver SCO training that reflects the most current code editions. A primary focus is using innovative technologies to develop and implement flexible educational approaches that meet student needs and increase available training options. Carefully selected and implemented technologies provide opportunities for students to apply their skills and knowledge, support interactivity, present content in ways that address different learning styles, and increase training accessibility. Goal 2.1 Deliver a high quality training program that is accessible and responsive to the needs of aspiring and current safety codes officers, permit issuers, and their employers. Goal 2.2 Develop training materials that are accurate, relevant, and meet the learning and certification needs of safety codes officers and their employers. In , the department will implement a new student awards program to help aspiring SCOs complete the required training and attract qualified individuals to the occupation. The program will also be available to current SCOs who are adding a level, group, or discipline to their certification. The department will introduce new training programs for building and fire SCOs, develop and deliver code update training in multiple disciplines, and continue the transition to online training delivery. This work helps the Council achieve its strategic priority related to providing appropriate support for accredited organizations and certified individuals Business Plan Page 9

10 3. Appeals The Act requires that the Council establish and administer an appeal process, allowing individuals impacted by orders or written notices issued under the Act to challenge those decisions. The Council is committed to providing a fair, objective, and accessible appeals process compliant with legislation, policy, Council bylaws, and the principles of natural justice. Goal 3.1 Administer a fair, objective, and accessible appeal system. Goal 3.2 Provide a transparent appeal system that informs and educates stakeholders about Council appeal decisions and the appeal process. In , the Council will support appeal panel members by providing access to appeals training and developing an appeals guide. The department will also continue its efforts to provide Albertans with information about the appeal process and outcomes by providing additional information through a published brochure and the Council website. The appeal process supports the Council in achieving its strategic priorities related to accountability of accredited organizations and certified individuals. 4. Stakeholder Relations Albertans need to have a clear understanding and awareness of the safety codes system and their responsibilities within that system. The Council and Municipal Affairs will continue to work collaboratively to increase public knowledge of the safety codes system. The department is committed to improving the profile of the Council and providing accessible and useful information about the safety codes system. Goal 4.1 Provide Albertans and stakeholders with a clear understanding of what the Council does and the importance of its role within the safety codes system. Goal 4.2 Foster stakeholder engagement through initiatives that strengthen the safety codes system. Goal 4.3 Build brand excellence. In , Stakeholder Relations will launch a new and comprehensive visual identity system that establishes a consistent and unifying brand across all areas of Council operations. The department will also renew the Council website and increase use of social media to generate greater awareness of the Council and safety codes system. Work undertaken by Stakeholder Relations leads Council efforts to achieve its strategic priority related to building awareness of the organization and the safety codes system as a whole. 5. Alberta Safety Codes Authority In 2013 the Council was asked by Municipal Affairs to examine the feasibility of the Council assuming responsibility for overseeing the delivery of safety codes services in unaccredited municipalities. In 2014, the Coordinating Committee approved establishment of ASCA to undertake this work beginning January Goal 5.1 Establish and administer a system to oversee permitting, inspections, and compliance monitoring in unaccredited municipalities. In , the Council is focused on establishing a comprehensive plan that will allow ASCA to begin operations in January This planning will include working with Municipal Affairs and other departments within the Council to establish processes, policies, and other procedures, as well as identifying business requirements that will drive changes to esite and other applications. Once implemented, ASCA will continue to build capacity and refine its workflows and processes to ensure the effective management of safety codes services in unaccredited municipalities. As a significant change to safety codes system administration, ASCA is recognized as a standalone strategic priority in the Council Strategic Plan. Page 10 Safety Codes Council

11 6. Finance and Administration Division The Finance and Administration Division is comprised of the Council s Human Resources and Accounting departments. These departments provide support and services needed to ensure that the Council is sustainable and able to achieve its strategic priorities and business plan goals. Human Resources Human Resources provides strategic direction and administrative support for Council employees. This includes recruitment, training and development, rewards and recognition, wage and salary administration, and implementation of Council human resource policies. Goal 6.1 Manage the development of employees to ensure effective succession planning and growth and the viability of the Council. In , Human Resources will review and improve its operational processes and procedures, with particular attention being given to Council recruiting and succession planning processes. This work supports a broader emphasis on operational excellence by ensuring that current systems are integrated, results are being measured, and processes are being evaluated and improved. Accounting Accounting provides strategic financial and accounting information to the Council. This includes financial analysis and reporting, payroll and benefits administration, payables/receivables, and financial risk management. Goal 6.2 Provide accurate financial information to internal and external clients and partners. Goal 6.3 Work with ebs to utilize technology to streamline accounting and human resources processes. In , a primary focus for the department is supporting the implementation of ASCA and integrating the new division into the Council enterprise resource planning system. Similar to Human Resources, the department will also undertake work to integrate operational excellence principles throughout Council financial processes and procedures, which will ensure consistency with best practices, improve work processes, and establish clear and measureable goals. 7. electronic Business Solutions The electronic Business Solutions (ebs) department specializes in information technology and management. The department maintains the Council information technology infrastructure and supports other departments with acquiring, implementing, and maintaining applications that address identified business needs and enhance operational effectiveness. Staff also provide service desk support and assistance to external stakeholders and promote innovative use of technology within the safety codes system. Goal 7.1 Provide a secure, reliable, and cost-effective information technology infrastructure to support Council operations. Goal 7.2 Support Council departments, partners and stakeholders with selecting and implementing technologies and applications to meet their business needs. In , ebs will update significant components of the Council information technology infrastructure. Another priority will be supporting ASCA by implementing necessary changes to esite and acquiring additional technologies to meet its specific business needs. The department will also promote greater integration of business intelligence and electronic document management into Council operations. ebs will play a prominent role in helping the Council achieve its strategic priority related to risk management and data analysis while also supporting other departments with meeting strategic and operational goals Business Plan Page 11

12 8. Governance and Accountability The Council is committed to operating in accordance with its values and establishing an effective governance strategy that is consistent with legislative requirements and best practices. The Council governance strategy is formalized through the Act, bylaws, policies, and the Council s Mandate and Roles Document with the Minister. Reviewing and developing codes and standards and recommending their adoption to the Minister is also an important function the Council plays in establishing the framework for the safety codes system. Goal 8.1 Operate and maintain an effective governance strategy. Goal 8.2 Work with safety codes system partners to develop and review safety codes and standards and recommend their timely adoption to the Minister of Municipal Affairs. Goal 8.3 Develop and maintain bylaws and policies that are consistent with the Council s Vision, Mission, and Values, that meet legal requirements, and that are effectively implemented.. Goal 8.4 Collaborate with Municipal Affairs to lead a review of the Safety Codes Act and regulations by providing research, advice, and recommendations. Goal 8.5 Establish the Council as the primary repository of safety codes system data and use that data to monitor the effectiveness of the system and mitigate potential risks. In , the Council will work with Municipal Affairs to amend the Act to recognize the current Council governance model, including the Board of Directors, facilitate more timely adoption of codes and standards, and provide the delegations needed to establish ASCA. The Mandate and Roles Document and bylaws will be reviewed and updated to reflect changes to the Council mandate, structure, and processes. The Council will also implement improvements to its data collection and analysis processes to better integrate risk management and performance measurement into its strategic planning, operations, and public reporting. Page 12

13 2015 Financials Budgeting Context A significant component of the Council s revenue is generated from levies on housing starts across the province. The Council budget is built using survey and forecasted data of residential housing starts and other economic factors in Alberta. Housing demand and supply is determined by economic, demographic, and financial factors. Most economic forecasts continue to support moderate but slowing growth in the provincial housing market in Energy development and production will continue to be a key driver of investment in Alberta. Perhaps the most significant effect of sliding oil prices would be a re-ordering of the regional growth ladder. Momentum has faded in recent months alongside the slide in oil prices. With some projects delayed due to rising costs and labour market outperformance moderating over 2014, real GDP growth is expected to cool to 2.2 per cent in 2015 (Source: Bank of Montreal, Capital Markets). Slowing economic growth is expected to temper job market expectations and housing starts in Employment growth is expected to slow to 2.2 per cent in 2015, and 2.0 per cent in Single detached housing starts are also anticipated to moderate slightly to 19,200 and 19,000 units in 2015 and 2016 respectively after increasing nearly five per cent to 19,300 units in 2014 (Source: CMHC). On the demographic front, Alberta has benefited from significant population growth, thanks in large part to inter-provincial migration. Net migration to Alberta is projected to slow over the next few years as the relative economic performance in central Canada and other jurisdictions improves and reduces some flow to Alberta (Source: CMHC). In 2015, moderate growth is expected with lower prices in the energy sector potentially impacting financial results for the Council. Continued monitoring and changes to controllable costs will be required to ensure the Council has financial resources needed to fulfill its mandate Business Plan Page 13

14 2015 Budget REVENUE Operating Revenue $7,095,000 Annual Fees 1,155,000 Investment Income 357,000 Publications 19,000 Other 4,000 Accreditation 7,000 Certification 82,000 Master Electricians Program 638,000 Setup 68,000 Courses/Exams 630,000 Annual Conference 75,000 Appeals 5,000 ASCA 897,000 Grants 17,000 TOTAL REVENUE 11,049,000 EXPENSES Personnel 5,271,000 Contractors 827,000 Operating Expenses 1,109,000 Operations 329,000 ebs 130,000 Education & Training 686,000 Meetings 334,000 Stakeholders Relations 147,000 Annual Conference 349,000 Appeals 87,000 Board 63,000 Executive 32,000 ASCA 966,000 Grants 17,000 TOTAL EXPENSES 10,347,000 NET INCOME/(LOSS) $702,000 Page 14 Safety Codes Council

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17 Business Plan #1000, Jasper Avenue N.W. Edmonton, Alberta T5J 3S9 Phone / Fax / safetycodes.ab.ca

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