FutureFORWARD Task Force Recommendations for CIP Board consideration
FFTF Recommendations
CIP Board discussion/direction
Recommendations on Member Engagement
1. The Task Force recommends that CIP respond toMembership calls for greater accountability and transparency of Council work by publishing agendas of CIP Council and
committee meetings online prior to meetings, making available meeting proceedings (where financially feasible) and posting draft meeting notes publicly.
The Board passed a policy regarding the posting of Board meeting Agendas and Minutes on the CIP website at its August 2015 meeting. A new “Board Documents” section has been added to the Members-only area of the CIP Website. Members can log in to access Board Agendas, Minutes and statements.
2. The Task Force recommends that the CIP Council put forward a motion reaffirming its commitment to the Articles of
Continuance to reunify the Members and PTIAS under a common purpose.
Motion passed at the November 13-14, 2015 meeting.
“That the Board of Directors reaffirms its commitment to the Institute purposes as listed in Schedule A of the Articles of Continuance.” Carried Unanimously
3. The Task Force recommends that CIP engage the Members and PTIAs in a process of defining the voice and values of planning in Canada.
This work is ongoing. The Board intends to survey of CIP members in Spring 2016 regarding the
development of a strategic plan for the 2016 -2019 Board of Directors.
Core Services Recommendations
1.
1. The Task Force recommends that CIP Council adopts the following Core Services Guiding Principles for CIP:
CIP will focus on Member Services as a key core activity;
CIP will promote close partnerships with PTIA's to advance Member Services so service duplication is avoided;
Member Services that support Member professional practice and related activities are considered a central key investment;
Advancing and promoting the work of the profession through advocacy and outreach is an important core service;
Building a strong national and international presence over the near term should be promoted; and,
CIP will ensure that it continues to advance robust Member-centered dialogues that promote relevant service delivery.Motion passed at the November 13-14, 2015 meeting.
“That the Core Services Guiding Principles recommended by the FFTF be endorsed by the Board.” Carried Unanimously
2.
2. The Task Force recommends that CIP focus on the following three national core services for Members:
Providing professional development support, knowledge sharing and support to the profession.
Conducting advocacy and outreach.
Enhancing national and international engagement and support.Motion passed at the November 13-14, 2015 meeting.
“That CIP in the short term focus on the following three core services for members by: a) Providing professional development support, knowledge sharing and support to the profession; b) Conducting advocacy and outreach; and c) Enhancing national and
international engagement and support.” Carried Unanimously
FFTF Recommendations
CIP Board discussion/direction
Governance Recommendations
1. The Task Force recommends that the Council will work in three modes of governance:
Fiduciary Mode: “Stewardship of tangible assets”
Strategic Mode: “Strategic partnership with senior management”
Generative Mode: “Deciding what to decide”The Board has referred this recommendation to the Governance Committee for information and development of governance policies.
2. The Task Force recommends a Board with the following
features:
Robust fiscal and management expertise to assess
organizational health and fiduciary practices and processes; Strategic and generative thinking capacity;
Representation reflecting Canadian diversity, both
geographically and demographically (age, gender, linguistic, social, cultural, religious and ethnic diversity). It is particularly important that First Nations and Francophone Canadians are represented and that the Board achieve gender balance. Ability to increase the profile of the organization nationally and
with key constituencies;
At least 2 directors who are able to communicate effectively in French.
Changing the name from CIP Council to CIP Board of Directors.
The Board has referred the first two bulleted recommendations to the Governance Committee for information and development of governance policies.
Bullets 3-5 will be referred for consideration during the development of the Nominating Committee criteria.
CIP has already taken the steps necessary to change the name of CIP Council to the Board of Directors.
3. The Task Force recommends that Council adopt a Board Member profile to attract Board Members with adequate time to fulfill their responsibilities and with the following attributes:
Commitment to the CIP Vision and Mission;
Comfort with vigorous debate and with working in ambiguity and complexity;
Appreciation of the role of governance versus management; A strong big-picture, strategic and generative perspective; Vision regarding sustainability and the organization; Access to resources and networks; and
Comfort with public speaking and public scrutiny.
The Board has referred recommendations related to the Board Member Profile to the Governance Committee for information and development of governance policies regarding the Nominating Committee criteria?
4. The Task Force recommends that Council adopt a Board Evaluation process to ensure and monitor that Council is on track in delivering its Strategic Plan, that governance practices are effective, that individual board Members are engaged, and that the board as a whole is effectively fulfilling its obligations as a steward of CIP’s assets, reputation, financial and human resources, and mission.
The Board has referred recommendations related to the development of a Board Evaluation process to the Governance Committee for information and development of governance policies.
FFTF Recommendations
CIP Board discussion/direction
Governance Recommendations continued
5. The Task Force recommends the Composite Representation Model or "Hybrid" governance model which proposes allowing individual Members voting rights to elect a national president as well as four other at large Members. In this model, a 15 Member Council is comprised of:
7 elected PTIA council Members,
1 elected ACUPP council Member,
1 elected student council Member,
1 elected Fellow council Member, and
5 elected at large RPP Members, of which of which 1 will be elected as President.Motion passed at the November 13-14, 2015 meeting.
“That the Board comprise 13 directors, each of whom shall be elected by all members of CIP who are eligible to vote, and that the composition of the Board be as follows:
7 Directors representing geographical regions; 1 academic Director;
1 College of Fellows Director; 1 student Director;
3 at-large Directors
And, that the geographical regions be defined as follows; Region 1 (BC and YT); Region 2 (AB, NT, NU); Region 3 (SK); Region 4 (MB); Region 5 (ON); Region 6 (QC); and Region 7 (Atlantic – NL, NB, NS and PEI).” Carried Unanimously
(see diagram at the end of this document) 6. The Task Force recommends amending the current two-year
term to three years and turnover through a variety of means to achieve a one-third turnover in each year. The Act provides a maximum of a four year term.
Motion passed at the November 13-14, 2015 meeting.
“That the Board move to a 3-year staggered term of office for Directors (once renewable) with the exception of the Student Director who shall serve a 2 year term.” Carried
7. The Task Force recommends that the draft bylaw defining Members of Corporate (voting) and Non-corporate (non-voting) Membership categories be revised to reflect that Corporate Members include individuals that are Full Members of the Canadian Institute of Planners and a qualified professional planner as recognized by provincial legislation as well as students, Fellows and ACUPP. Non-Corporate Members include all other existing Membership categories (and others that may be added over time).
Motion passed at the November 13-14, 2015 meeting.
“That corporate members (voting) include Member, candidate member, student member, non-practicing member, and retired member. And,
That a Non-Corporate (non-voting) class be included in the By-law as a place holder for future development.” Carried
8. Recognizing the interprovincial, national and international benefits of belonging to CIP, the Task Force recommends that Membership in CIP become a mandatory component of all PTIA Membership offerings. This approach unifies planning
professionals across the country and provides the greatest reach of Membership. The stronger the network of professionals the stronger the voice of Canadian planning.
Motion passed at the November 13-14, 2015 meeting.
“That the Board endorses the recommendation that membership in CIP become a mandatory component of all PTIA membership offerings. Carried
The Board refers this matter for future consultation with PTIAs.
9. The Task Force recommend that CIP Council re-instate the name of the organization to the Canadian Institute of Planners
Motion passed at the November 13-14, 2015 meeting.
“That the name of the organization revert to the Canadian Institute of Planners.” Carried
FFTF Recommendations
CIP Board discussion/direction
Governance Recommendations continued
10. The Task Force recommends the following process for election to Council:
Nominations must be submitted, in advance in writing or by electronic mail, or orally at the Annual General Meeting to the Nominating Committee Chair. A nomination will only be valid if the candidate declares orally at the meeting, or in writing or by electronic mail prior to the meeting, that the candidate is willing to take office if elected
.
All nominees must be a CIP Member, full, candidate, student or fellow as applicable.
a. Each PTIA elects a Full Member (MCIP), to Council, for a total of 7 Council
b. ACUPP elects one of their Full Members to Council. c. Fellows elect one of their Full Members to Council. d. Students nominate one of their Members to Council e. Full Member and Candidate members elect 4 at
large Members and one Member as President
The Board recommends that nominations from the floor at the AGM will not be permitted. CIP
members will be eligible to cast an electronic ballot prior to the start of the AGM.
11. The Task Force recommends that Council have the following Committees and that each Council Member serve on at least one Committee:
a. Nominating Committee; b. Governance Committee;
c. Finance and Audit Committee; and
d.
Programs Committee.The composition of Board and working Committees will be addressed in policy accompanying the By-law.
12. The Task Force recommends a CEO position be created and appropriately compensated to lead the CIP organization. That the appropriate balance between the CEO and Board
Chair/President roles would see the CEO responsible for management of the CIP organization and taking direction from the Council on strategic priorities, while the President would lead Council. The CEO recruitment process should be immediately initiated.
At its meeting of November 13-14, 2015 the Board decided to begin the recruitment process to hire an Executive Director who would be in place by July 1, 2016.
13. The Task Force recommends that the terms of reference provided in APPENDIX 7 be used in securing an Interim CEO. The position is designed to provide immediate support in the transition from “holding down the fort” to “rebuilding the organization.” The urgency of this transition role is driven by the reality that CIP is now poised to begin deficit-spending without the capacity to rebuild.
The Board has engaged the services of a specialized management consultant to write the By-law, and to develop policies and procedures based on this governance model.
The Human Resources and Compensation Standing Committee will review the recommendations of the FFTF and develop a work plan for the Board’s review in February 2016.
FFTF Recommendations
CIP Board discussion/direction
Governance Recommendations Continued
14. The Task Force recommends that CIP pursue an offer by the New Zealand Planning Institute to mentor CIP’s
administrative leadership through the rebuilding process given the success of her work in reviving the New Zealand Planning Institute.
The Board and new Executive Director may confer with NZPI and other institutes on an as-needed basis.
15. The Task Force recommends that Board Coordination duties be accommodated in the new staffing organization to be created by the CEO. A draft job description is included in APPENDIX 9 as a resource to be considered.
The Board Coordinator position will be filled by November 23, 2015.
16. The Task Force recommends that Council undertake the governance work program outlined in the body of the report.
The Board has deferred the development of the governance work program pending the creation of associated policies. 17.The Task Force recommends that the Task Force report
be reviewed by Council, the Membership, PTIAs, ACUPP, PSB, PSC, the Fellows and student representatives, and that comments received be considered in drafting the new bylaws based on the direction endorsed by Council.
This Table was developed to reflect the Board’s discussion and actions taken in response to the recommendations offered by the FFTF. The Table will be posted on line for members to access.
Legal Recommendations
1. The Task Force recommends that CIP propose draft bylaw wording for PTIAs to consider adopting with regard to mandatory Membership in CIP as a responsibility and requirement of PTIA Members.
The Board supports the intent of
mandatory membership as recommended, but has proposed that PTIAs draft their own By-laws.
2. The Task Force recommends that CIP draft a contract for services agreement to collect fees for services CIP provides to PTIAs which can be customized for each PTIA.
The Board agrees that services agreements between CIP and PTIAs must be developed. Work will begin on these agreements in Spring 2016 to ensure that new agreements are in place by Fall 2016.
Financial Recommendations
1. 1. The Task Force recommends that CIP adopt the Financial Framework outlined in the report which calls for:
a. A 5 year time frame to “Invest to Rebuild”; b. Creation of a Stabilization & Strategic Investment
Fund comprised of
• A special assessment Membership fee increase for a limited period of time;
• Planned and partial draw down of the reserve fund; Design and validation of a “Contract for Services” model to serve as the basis for bilateral agreements with OPPI and OUQ;
Investment in the development of a revenue generating Continuous Professional Learning program;
Investment in the development of revenue-generating
The Board has referred all financial recommendations to the Finance Standing Committee for its review and development of a report to be discussed at the Board’s December 2015 meeting.
Alignment of services and staff, with all staff recruited to participate directly in the delivery of services; and, Return to surplus budgets by year 5.
2.
2. The Task Force recommends that the interim Executive Director with a focused assignment lead the implementation of the “Invest to Rebuild” Financial Framework, and be tasked with the following actions: Review the 2016 budget to aggressively reduce the projected $180,000 deficit;
Prepare a framework for negotiating bilateral agreements-in-principle with all seven existing PTIAs, including a “Contract for Service” agreement to be negotiated specifically with OPPI and OUQ; and
Prepare a new five year financial plan consistent with the “Invest to Rebuild” financial framework and aligned with the governance framework and national core Member services framework.
The Board has referred all financial recommendations to the Finance Standing Committee for its review and development of a report at the Board’s December 2015 meeting.
Provincial Standards Recommendations
1. CIP must remain a signatory party on PSC. Its representative should provide a national perspective with respect to
Membership and accreditation standards. CIP should provide leadership and serve to balance the varying interests of the PTIAs so that any recommendations coming from the PSC are national in perspective and realistic.
A new PSC Signatory Agreement has been developed and was endorsed by the CIP Board at its October 29, 2015 meeting.
2. The PSC should work to improve branding and
communications. Individual Members seldom understand the role of the PSC.
The Board agrees to assist in this area and will ask its representative on PSC to bring this matter forward for discussion. 3. PSC should strengthen its orientation for new Members.
There is a significant learning curve as Membership and accreditation standards are complication and detailed. A review of current issues and provision of relevant documents prior to the first meeting will give new representatives an opportunity to come up to speed in the shortest possible period. Such an orientation will serve to improve governance standards.
The Board has referred this
recommendation regarding the orientation of new PSC/PSB members to PSC and PSB.
4. While PSC clearly recognizes that it is a creature of the PTIAs and CIP, its Members should be given autonomy to carry out their duties. Each PTIA should determine an appropriate reporting mechanism and communicate this process to its PSC representative.
The Board has referred this
recommendation to develop reporting mechanism and communications processes to PSC.
5. PSC is encouraged to continue to use CIP for administrative services. CIP has the advantage of corporate memory, records and impartiality. Provision of this service could also serve as a revenue source as CIP re-builds.
The Board confirms that CIP will continue its role as Secretariat and Treasurer for PSC.
FFTF Recommendations
CIP Board discussion/direction
Provincial Standards Recommendations Continued
6. PSC should explore the anomaly with respect to OUQ. Québec has distinct professional legislation. A clearer understanding is required with respect to Membership mobility especially for francophone Members in other provinces who may wish to working in Quebec.
The Board has referred this recommendation to PSC for its review and discussion with OUQ.
7. CIP has a clear role as a Member of PSB. CIP Council is strongly urged to rescind its decision to withdraw from PSB.
Motion passed at the November 13-14, 2015 meeting. “That the Board rescind Motion 2015-21 for CIP to withdraw its participation in the PSB.” Carried Unanimously
8. PSB prepare a strategic plan and undertake a careful evaluation of service levels to ensure that individuals and University programs receive quality services.
The Board will refer this recommendation to the PSB.
9. PSB work with the PSC with respect to Membership criteria and processes to ensure that the qualifications and
Membership process reflects the realities of labour force demands. A complex process and associated high fees may discourage new graduates and young planners from pursuing certification as a registered professional planner especially if such designation is not an employment requirement. This review will provide an opportunity for the PSC to realign standards and processes if necessary.
The Board does not support lowering standards. This matter is referred to PSC and PSB for their review.
10. CIP, PTIAs and PSB should carry out a consistent and shared branding and communication exercise to raise
recognition of RPP designation and promote its value amongst uncertified planners especially young planners while
maintaining the MCIP brand in those parts of Canada without provincial legislation and internationally.
The Board agrees with this recommendation and suggests that this work could begin in the medium term (Fall 2016)
11. The trademark “Registered Professional Planner (RPP)” should be held by CIP on behalf of all PTIAs. The
FutureFORWARD task force supports the initiative by CIP and some PTIAs to request an extension on the decision by the Intellectual Property Office to award this trademark to OPPI.
The Board agrees that that the RPP trademark should be held nationally. The Board has directed the CIP President to schedule a CIP-PTIA Presidents call to discuss this matter, and to work with OPPI and other PTIAs to transfer the trademark
application to a national organization (e.g. CIP, PSB, PSC).
12. CIP should provide continuous learning opportunities directly to Members by complementing and supplementing conferences, workshops and courses created and provided by PTIAs. CIP could act as a broker by negotiating with larger PTIAs to provide their courses to Members in smaller PTIAs on a cost recovery basis. CIP could also develop on-line course material as well as identify continuous learning opportunities and share that information with Members.
The Board concurs that CIP should deliver continuous learning opportunities for its membership. This subject will be explored in the medium term (Fall 2016).
Proposed CIP Board Composition
A total of 13 Directors will be elected to the Board of Directors of CIP. The President and Vice President
appointments will be selected by the Board from among the sitting Board of Directors for a 2-year term appointment
(once renewable). Terms of office for all Directors will be 3-years (once renewable, to a maximum of 6 years) with
the exception of the Student Director who will serve a 2-year term.
CIP Board
of
Directors
Region #1 BC/YK Director
(MCIP) AB/NT/NU Region #2
Director (MCIP)
Region #3 SK Director
(MCIP)
Region #4 MB Director
(MCIP)
Region #5 ON Director
(MCIP)
Region #6 QC Director
(MCIP) Region #7
Atlantic Director (MCIP) Academic
Director (MCIP) Fellow
Director (FCIP) Student
Director At-Large Director
At-Large Director
At-Large Director