Councillor Skills & Experience

Each year, APEGA Council and the Nominating Committee identify the top needs for Council. These have been identified to ensure APEGA Council maintains the trust of the government and the public to fulfill our mandate to protect the public. You don't have to meet all these criteria—or any of them—to run in the election. However, the more of these that apply to you, the better suited you are for the job.

What Does it Take to Be a Strong Councillor?

If you're elected, in most cases you'll serve a three-year term. That's a big commitment—one that goes beyond attending four regular meetings a year. The following is the knowledge and characteristics of a good Councillor, no matter what the year.

  1. You are willing to commit time to APEGA and your Council duties.
  2. You always contribute.
  3. You're a champion of professionalism and of APEGA.
  4. You have detailed knowledge of important issues in engineering and geoscience.
  5. You bring a balanced perspective and problem-solving attitude to every discussion.
  6. You're familiar with board management and governance.
  7. You understand the principles behind professional regulation.
  8. You have experience in professional practice.

Top Skills & Experiences to Have as a Councillor

The following list are the top-ranked Council needs for 2022-23. Each Council nominee must rate themselves on these skills and experiences from 1 to 5 (1 being lowest, 5 being highest).


Ability to hear and understand others and to present one’s own thoughts in a professional and articulate way so as to be clearly understood. Ability to engage in respectful and progressive discussion with openness to change one’s opinion. 

Understanding of Self-Regulation

Fundamental understanding of the difference between regulation by government-appointed trustees vs. regulation by fellow members of the professions.

Knowledge about APEGA

Knowledge of the association from involvement and interactions with APEGA, which provides insight into the association, the membership, the stakeholders, and the operating environment. Prior service, such as an APEGA branch executive or statutory board, is considered the highest level of involvement, but not mandatory.


Ability to envision different potential future states and the strategies that will best position the organization to thrive in those different future states.

Strategic Planning

Ability to use current situation information (such as a SWOT assessment) to develop a strategic plan including Goals, Objectives, and Key Performance Indicators, and knowledge of the mechanics and operationalizing a strategic plan.

Volunteer Sector Experience

Having served as a volunteer for non-profit organizations either within or outside APEGA.


Leadership qualities include integrity, the ability to facilitate, to influence effectively, and to provide appropriate oversight; a real sense of self-awareness and ability to self-manage; continuous learning; being empathetic; and having respect for others and their opinions. Ability to achieve maximum engagement from diverse participants. Demonstrated experience maximizing the efforts of others to accomplish a desired outcome through formal or informal leadership roles. Appropriate oversight rather than management.

Governance Experience

Solid understanding of the role governance plays in directing how council conducts itself as an oversight body. Solid understanding of the difference between oversight vs. supervision. Prior experience on an oversight board, not necessarily in the regulatory space (although this is preferred), other experience as examples: University Board, Condo Board, School

Knowledge of Business and Professional Organizations

Experience in business and/or non-profit organizations, ideally in different functions – operations, commercial, planning. Solid understanding of how various elements (e.g., financial; human; environmental; legal; etc.) are integrated for overall organizational effectiveness.

Financial Literacy

Basic understanding of financial statements, budget development, and the monitoring of fiscal operations.

Risk Management

Understanding of risk oversight including ability to assess both probability of occurrence and magnitude of consequences.