A Look Behind the Glass Wall

At PEO, teamwork is at the heart of everything we do. Every success is the result of a collective effort—our dedicated staff handling the heavy lifting, department heads managing and resolving countless daily and monthly challenges, and our CEO serving as the glue that holds it all together.

We also rely on four legislated board committees that collaborate closely with staff to address and navigate the complex issues that arise. These committees are led by committed chairs who generously volunteer their time to ensure the work is not only well-researched but also balanced and thorough.

We are also supported by a dedicated team of individuals who generously volunteer their time to serve on various statutory committees. Our organization is built on a strong commitment to giving back to our profession.

Once the committees complete their work, it is presented to the Board of Directors or Council for review and debate. From there, decisions are made, and policies are implemented.

A Decade Ago

Dave Brown, one of our former Presidents, laid the foundation for our journey of self-discovery through the governance review initiated during his tenure. I vividly recall sitting with Dave at a restaurant years ago, before he decided to join the Council and embark on this path. At the time, he was and still is a member of my home chapter, Quinte. 

Council Successes

Return of the Engineering Intern program.

Anti-racism & Anti-discrimination Exploratory working group

Introduction of CPD program

2020 - 2022  Strategic Plan    

2023 - 2025 Strategic Plan

2026 - 2030 Strategic Plan

Fitness to Practice Program

30x30 Program

Next Steps

The group has significant work ahead to achieve its goals. My primary objective is to collaborate with the Council, Government, and OSPE to enhance public understanding and appreciation of the valuable contributions engineers make to society.

For the past 7 years, I’ve had the privilege of working with the incredible team at PEO. They are not only highly professional and dedicated but also bring a sense of fun and energy that makes every collaboration a true pleasure.

List of key motions and programs implemented during my tenure at PEO

2019 — External Review + Modernization Kickoff

  • External Regulatory Performance Review

    • In 2019, Council accepted the final report of an external review initiated in 2018 to assess PEO’s regulatory performance against “best-regulator” standards. Website Link

    • It received 15 recommendations covering licensing/registration, complaints/discipline/enforcement, and regulation of professional standards. Website Link

  • Three-Year Action Plan & Activity Filter Approved

    • At its September 2019 meeting, Council approved a high-level three-year action plan to implement the 15 recommendations. The plan sets out guiding principles, a “change vision,” timelines, and a framework for structural transformation. Website Link

    • Part of that plan was creation of an “Activity Filter,” a governance tool to categorize PEO’s many activities (committees, chapters, working groups) into “regulatory,” “governance,” or “neither” — to ensure PEO focuses resources only on things aligned with its regulatory mandate.

    • Website Link

  • By-Law Changes: Fees & Title Update

    • Council approved motions to more transparently include licensing fees in By-law No. 1, and to change the title “Registrar” to “CEO/Registrar.” Website Link

  • Practice-Guidelines Updates

    • Council approved publication of two new practice guidelines: one on “Design Evaluation and Field Review of Demountable Event and Related Structures,” and another on “Preparing As-Built and Record Documents.” Website Link

    • Also in 2019, the voluntary continuing professional development program under PEAK Program was operationalized. Website Link

2020–2022 — Governance Reform, Strategic Planning & CPD Foundations

  • 2020–2022 Strategic Plan: Roadmap to Transformation Approved

    • Council approved a comprehensive strategic plan covering 2020–2022, based on the 2019 action plan + an approved two-year Governance Roadmap. The plan’s three transformational pillars: enhanced governance, modernized operations, and building a “superior organization.” Website Link

    • Key elements included improving licensing processes, committing to professionalized regulatory practices, upgrading IT/infrastructure and data security, and embedding diversity/equity practices. Website Link

  • Governance Roadmap & New Governance Structure

    • In early 2020, Council approved a two-year Governance Roadmap, to be implemented over four phases, aimed at improving Council effectiveness, committee structure, composition/selection of Council, and effectiveness of chapters and volunteers. Website Link 

    • In 2021, Council created four new governance committees: Audit & Finance; Governance & Nominating; Human Resources & Compensation; Regulatory Policy & Legislation.  Website Link

    • Also in November 2020, Council approved 11 core governance directions (e.g. “right-sizing” Council, clarifying roles, improving transparency). Website Link

  • Mandatory Continuing Professional Development (CPD) — Motion to Proceed (2021)

    • On February 26, 2021, Council passed a motion to move forward with establishing a mandatory CPD program based on the voluntary PEAK program. Website Link

    • This rescinded the previous position (from 2015) that such a requirement would only be implemented if ratified by membership. Website Link

  • Equity, Diversity & Inclusion (EDI) Commitments

    • As part of the Roadmap to Transformation, Council supported embedding diversity and inclusion practices across PEO’s operations and governance. Website Link

    • The Council extended the mandate of the Anti-Racism and Anti-Discrimination Exploratory Working Group (AREWG) in 2021, to continue addressing systemic discrimination within PEO’s roles as regulator, employer, and organization. Website Link

2022–2024 — Consolidation, Governance Oversight & Guideline Revisions

  • Phase 4 of Governance Roadmap — Review of Chapters & Volunteer Activities

    • In 2022, Council approved a motion under its Governance Roadmap that allowed continuation of PEO chapters per the regulations/bylaws but mandated a risk-assessment review of chapter and volunteer activities, especially for those not clearly regulatory or governance in nature. Website Link

    • Through application of the “Activity Filter,” chapter and volunteer activities that fall into the “neither regulatory nor governance” category are being scrutinized — part of PEO's effort to “refocus” activities on core mandate. Website Link

  • Revision of Regulation 941 & Practice-Guidelines (Use of Seal update)

    • In November 2021, Council passed amendments to Regulation 941 clarifying requirements related to use of professional seals (e.g. recognizing digital drawings, new technologies) — and updated the associated use-of-seal guideline. Website Link

  • Preparatory Steps for Regulatory & Licensing Modernization

    • As part of the transformation plan, PEO began digitizing the licensing process, improving application processing, and piloting efforts to modernize licensure criteria (e.g. re-thinking experience requirements, assessment methods) in light of changing work realities. Website Link

2023–2025 — CPD Implementation, Strategic Renewal, EIT Program Resurgence, Governance Refresh

  • Mandatory CPD Program Effective (2023)

    • On January 1, 2023, the mandatory CPD requirement under PEAK came into effect for all PEO licence holders (P.Eng and limited licences). Website Link

    • The CPD program includes a practice evaluation to determine CPD hours, a professional-practice module, and an annual CPD report. Enforcement (including administrative suspensions, audits) is planned. Website Link

  • 2023–2025 Strategic Plan and New Vision Statement (2025)

    • In June 2022, Council approved the 2023–2025 strategic plan, guiding PEO’s direction through that period, emphasizing improved licensure processes, updated practice guidelines, regulatory modernization, enhanced governance oversight and organizational performance. Website Link

    • At its 572nd Council meeting in September 2025, Council adopted a new vision statement: “Leading regulation. Inspiring excellence. Thriving communities.” This change underscores PEO’s refreshed direction. Website Link

  • EIT 2.0 Program Revival

    • Recognizing evolving needs in licensure pathways, at its November 29, 2024 meeting, Council approved reintroducing a revamped Engineering Intern (EIT) Program — and directed staff to bring forward a detailed policy proposal by April 2025. Website Link

    • On April 4, 2025, Council received a formal proposal for EIT 2.0, confirming the EIT-pathway option for licensure (optional for applicants), subject to meeting the program requirements. Website Link

    • Then on June 20, 2025, Council formally endorsed the EIT 2.0 program and directed staff to work with the provincial government to update laws/regulations to enable it. Website Link

  • Governance Clarification (Roles of President & Chair)

    • Also at the April 2025 meeting, Council voted to update its bylaws and governance manual to clarify the distinct roles and responsibilities of the PEO “President” and the “Chair,” especially regarding administrative functions, contract approvals and spending thresholds. Professional Website Link

  • Safe Disclosure (Whistleblower) Policy; Phase-out of Drainage-Act Guideline

    • At the November 2024 meeting, Council approved a revised “Safe Disclosure (Whistleblower) Policy,” enhancing clarity in definitions and procedural safeguards to allow PEO staff, volunteers, and Councillors to report misconduct safely. Professional Engineers Ontario

    • In the same meeting, Council discontinued the 1998 “Services of The Engineer Acting Under the Drainage Act” practice guideline — concluding that regulatory and safety risks were sufficiently addressed by other governmental guidance (from relevant ministries). Website Link