Update on our 2020 Strategic Goals


Target: Transition storage tank system-related services to the Council by 8 June 2020.

· The responsibility for storage tank management in unaccredited areas of Alberta was transitioned to the Council on 8 June.
· The Tank Management System database became operational within the Council.
· The Tank Inventory System replaced the registration system as per STANDATA 19-FCI-015.

Why this is significant:
· The transition consolidated the programs related to permitting and inspections in unaccredited areas of the province under the Council’s oversight. ASCA already oversees permitting and inspections in other disciplines, meaning that clients will have fewer points of contact.
· The transition was successfully conducted with limited interruption to clients and stakeholders.

Target: Identify Storage Tank Management program gaps through benchmarking and conducting consultations with stakeholders by the end of Q4 2020.

· 331 tank owners/operators, product delivery companies, database search clients, and municipal contacts in Alberta were surveyed regarding their level of satisfaction with the permitting and inspection in Q3 2020.
· Survey participants were invited to participate in a stakeholder round table discussion. Discussions were held with regulatory representatives (SCOs) as well as tank owners and operators. Priorities were identified, including process improvements and automation and opportunities for public and industry education.
· Benchmarking was performed with the Technical Standards and Safety Authority’s (TSSA) Fuels Safety Program, which regulates the transportation, storage, handling and use of fuels in Ontario. Opportunities for future discussion and collaboration were also identified and will be continued into 2021 and beyond.

Why this is significant:
· The transfer of responsibility marked an opportunity to improve services related to storage tank management in Alberta, and consultation with our stakeholders is the best way to identify issues and ensure that program improvements address existing gaps.


Restructure sub-councils governance framework to streamline processes and reflect the new, integrated approach to the work of the sub-councils, through the dissolution of the Technical Coordinating Committee and the formation of the new Private Sewage Sub-Council and Electrical Utilities Sub-Council.
Target: Approve changes to reflect the new sub-council governance framework in Council Bylaws at the 2020 Annual General Meeting (AGM).

· The proposed changes were approved at our virtual AGM, on 21 October 2020, which was postponed due to COVID-19.

Target: Implement a new sub-council governance framework by the end of 2020.

· Panels were set to form new matrices for the Electrical Utilities and Private Sewage Disposal Systems Sub-Councils. Membership in panels was approved by the Board’s governance committee in February 2020.
• Both panels began meeting to determine matrices in December 2020.
· The new sub-councils will be formed by the end of 2021. This delay is the result of the postponement of the AGM.

Why this is significant:
· These changes provide greater clarity on the role and function of our sub-councils, allowing them to function more effectively.
· The formation of two new sub-councils allows for better industry representation, particularly in matters related to the Alberta Electrical Utility Code and the Private Sewage Standard of Practice.


Develop an up-to-date competency-based approach to SCO training and certification.
Target: Translate generic competencies into learning objectives by the end of Q2 2020.

· Learning objectives were completed for all disciplines in consultation with system stakeholders, allowing direct comparison with existing training materials and providing the objectives for future training development.

Target: Conduct an SCO curriculum gap analysis for base competency courses by the end of Q2 2020.

· A gap analysis was completed in Q3 2020, identifying disparities between current training materials and new competency-based learning objectives.

Target: Complete discipline-specific competency profiles for building, plumbing, electrical, and gas by the end of 2020.

· Competency profiles for these disciplines were completed in Q4 2020.

Why this is significant:
· Determining appropriate competencies aligns certification standards and the training curriculum with the needs of the system.
· Competency profiles will support the development of training and certification programs that ensure SCOs entering the system have the knowledge and skills to perform their work.


Review and update the Council’s policy framework and complete the subsequent changes to Council policies and procedures.
Target: Update the remaining 14 policies and procedures by the end of Q1 2020.

• Fully transitioned all corporate and operational policies into the new policy framework.

Target: Update the Council’s Bylaws and Board Charter to reflect the completed policy framework by the end of Q2 2020.

· Bylaws were approved at the delayed AGM in October.
· The Board Charter was approved on 21 October 2020 to reflect the completed framework.

Why this is significant:
· The framework transition was a portion of a larger multi-year project to ensure that the Council has the right governance, policies, and procedures in place to remain successful in the fulfilment of our mandate.


Develop continuing education workshops to enhance SCO knowledge.
Target: Complete development of two additional workshops based on stakeholder input by the end of 2020.

· In response to knowledge gaps identified by Alberta Municipal Affairs and verified by other stakeholders, a variance workshop was developed by the Council.
· Stakeholders from throughout the system were consulted to develop a workshop that includes many different perspectives, including input from SCOs, engineers, architects, builders, and Alberta Municipal Affairs.
· The variance workshop was piloted on 16 November 2020. Participants were surveyed following the workshop pilot and reported 4/5 on overall satisfaction with the workshop and 4.6/5 relevancy to their job.
· A second workshop on construction plans review has been drafted and will be piloted in February 2021.

Why this is significant:
· Providing relevant and ongoing learning opportunities to SCOs is core to the Council’s mandate.
· These courses provided a credit-earning opportunity for the SCO Continuing Education program, giving SCOs the opportunity to updates skills and gain more knowledge of the safety codes system.


Improve the Council’s appeals process and service delivery model to align with best practices.
Target: Incorporate and reflect appeals policies and procedures into Council Bylaws for approval at the AGM.

• Appeals policies and procedures were incorporated in Council Bylaws and approved at the October 2020 AGM.

Target: Identify performance gaps through benchmarking and consultation with stakeholders by the end of Q3 2020.

· A one-page practice guidelines was developed based on frequently asked questions.
· A survey to gather feedback from tribunal members was developed.

Why this is significant:
· Bylaw changes in 2016 altered several appeals processes, and these changes needed to be reflected in policy, process, and procedures. This update also allowed for improvement opportunities to be identified.
· Providing more resources to those navigating the appeals process results in a more consistent and positive experience.


Develop and implement a business continuity plan to mitigate risk in the event of an unplanned business interruption.
Target: Leadership to develop a draft Business Continuity Plan by the end of Q2 2020.

· Engaged MNP to support the business continuity planning process

Target: Implement the business continuity plan by the end of 2020.

· A plan was developed with MNP.

Why this is significant:
· Having a plan in place ensures continuity of services to stakeholders, clients, and Albertans in the event of an unplanned business interruption.


Establish records management policies and procedures to improve information management and increase operational efficiency.
Target: Complete a full inventory of all Council records and gather system requirements by the end of 2020.

· A full inventory of all Council records was completed and a system for records management was confirmed.

Target: Develop drafts of Records Management Policies and Procedures by the end of 2020.

· Drafts of Records Management Policies and Procedures were developed.

Why this is significant:
· As a public body under Schedule 1 of the FOIP Act, the Council must align its records management policy with that of Alberta Municipal Affairs.
· Creating this alignment will improve our recordkeeping and reporting, resulting in easier data retrieval and faster response times for our partners and stakeholders.


Develop an SCO student bursary for Indigenous students.
Target: Develop Indigenous SCO Student Bursary Program Guidelines by the end of Q1 2020.

· A draft of the Indigenous SCO Student Bursary Program Guidelines was developed.

Target: Communicate the availability of funding to stakeholders by the end of Q2 2020.

· A soft launch of the bursary was completed at the end of Q3, with the plan to officially launch the program with fully updated web content and application forms in Q1 of 2021.
· The Council received a request for support with certification costs for three building SCO students.

Target: Review applications and award funding by the end of Q4 2020.

· Funding was awarded to three employees of O’Chiese First Nation to complete their Building Residential certifications.
· Conversations continued with Siksika First Nation to support the progress of current students.

Why this is significant:
· A bursary reduces barriers for Indigenous people completing their SCO certification and contributes to increasing the capacity of Indigenous communities to provide their own safety codes-related services.
· Clear application forms and web content provides transparency and direction for potential applicants.


Develop a series of videos to communicate the purpose and value of the safety codes system and the Council.
Target: Complete two videos for stakeholder education by the end of 2020.

· “Codes, Standards, and the Sub-councils” was uploaded to multiple public platforms by Q2 2020.
· “Appeals” was uploaded to multiple public platforms by Q3 2020.

Why this is significant:
· Videos are a proactive way to increase public and stakeholder understanding of the system and the Council.
· The Appeals video provides information on our process to appellants and respondents in an accessible manner.


Update the Council’s website.
Target: Complete mock-up of website and present to stakeholders by the end of Q2 2020.

· A completed mock-up of the website was presented to stakeholders by the end of Q3.
· Target was delayed due to COVID-19.

Target: Launch the new website by the end of 2020.

· The Council website redesign was successfully launched on 3 November 2020.

Why this is significant:
· The website is one of the Council’s primary communication tools, and improvements enable the public to have easier access to important system information.


Make regional meetings more convenient and accessible by providing them in an online webinar format.
Target: Hold one discipline-specific regional meeting webinar by Q3 2020.

· The first webinar was held in Q2, achieving a 4.5/5 satisfaction score in a survey of participants.
· Three more webinars were held in Q3 and Q4.
· Recordings of sessions were made available on multiple public platforms.

Why this is significant:
· These sessions provide updates on new developments and promote consistent code enforcement by providing clarification on rules and standards.
· Offering sessions online and for free affords SCOs across the province the opportunity to view these sessions at a time and location convenient to them.
· These online regional meetings can also be used for Continuing Education credits, promoting greater compliance with this certification requirement.