roydon

ROYDON A. FRASER

Ph.D., P.Eng., FEC P.Eng. and PEO Volunteer since 1993

Professional CV | PEO Bio

for President-Elect


Stark Choice

There is a stark choice in leadership to be had this election. Nice sounding words aside, actions speak louder than words. My past Council record (e.g., by a review of Council Meetings minutes and recorded votes) very clearly demonstrates my respect for member involvement in self-regulation. This contrasts with the current top-down, Councillors are wiser than members, decision making mode of operation preferred by most PEO Councillors today, and as currently being institutionalized by recent and proposed governance changes.

This is Problem Number 1, Council’s fixation on governance.

This fixation on governance is pursued in the misguided belief it will solve the ills facing PEO and the engineering profession such as low licensing rates by recent engineering student graduates, low respect for the P.Eng. by many employers, etc.

I am a believer that the problem dictates the approach best suited to finding a solution to that problem - therefore, in my view, governance should adapt or evolve to accommodate solving the problem. However, with governance dominating Council agendas for more than a decade it is clear that the majority on Council have believed the approach (i.e., governance) dictates solutions - too bad history proves otherwise, especially when the issues do not lend themselves to easy solutions.

Must Focus on the Big Issues

Those familiar with my past time on Council know that at every AGM Council Meeting since the mid-2000s I made an impassioned plea to not engage in any governance change activities for at least one full year - unfortunately, the leadership for such was just not there.

My desire is for Council to focus on, and make progress on, one or two big issues over the year that have had, or will have, a major impact on the engineering profession. Big issues include globalization, licensing supportive of entrepreneurs, whistle-blower protections, emerging disciplines, off-shore engineering design, removing artificial barriers to licensure, increasing the public image and appreciation for professional engineering, etc. My desire is to make progress on big issues of greatest importance. Alas, my request fell mostly on deaf ears never garnering the required Council support to become a reality, and hence today there is still no real progress made by PEO on any of the big issues. Instead, PEO has continued its march to irrelevancy.

Relevancy and Value-Added

When the majority of new engineering students do not seek licensure this is a relevancy problem. When companies do not value a P.Eng. unless there is a demand-side legislation requirement this is a relevancy problem. When the government moves to replace requirements for P.Eng.s in legislation with “qualified persons” this is a relevancy problem. When the public does not see any difference between a P.Eng. and an engineering technician, this is a relevancy problem.

Engineering is a great profession. It is hard to imagine what life would be like without modern engineering; for certain our standard of living would be much lower. The engineering marvels around us however are now ubiquitous, are today taken for granted, are protective of the public health and safety when P.Eng.’s are involved, involve knowledge and skills that most are unfamiliar with or uninterested in, and in general do not touch individuals in a clear personal way as doctors and lawyers do. Therefore, effort is required to communicate the value of the P.Eng. to those disposed to taking professional engineering for granted. To counter this natural trend to irrelevance, due to engineering’s ubiquitous successes, relevancy evidence must be collected and communicated. And an excellent starting point to the collection of relevancy evidence is the development of a culture of value-added.

WHAT I WILL DO

Attempt to develop a culture of relevancy at PEO.

Attempt to develop a culture of value-added at PEO.

Pursue a world leader in self-regulation vision.

Return to member-respecting knowledge-based decision making.

Work to provide the highest levels of transparency.

Work to re-establish the fundamental importance of Chapters.


BIOGRAPHY, MORE INFORMATION



Email : rafraser@uwaterloo.ca

Additional Information: Please see www.peovote.ca, the 2022 election issue of Dimensions


CLOSING



It seems many around Council have forgotten or never accepted that it is the Association of Professional Engineers of Ontario, not a government agency called PEO. An Association is made up of members. I have not forgotten.

A PROFESSIONAL ASSOCIATION RUN BY PROFESSIONAL ENGINEERS