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Risk Assessment

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Based on the Commission’s strategic directions and objectives, one risk to performance have been identified.

Mitigation strategies (including contingency plans, mitigation controls, and monitoring where required as part of prudent risk management protocols) are identified. Planning is required to address these issues and will be scheduled.

The Reference Impact and Probability Matrix used in this assessment is shown below.


Risk Impact and Probablity Matrix

Risk #1: Lack of Knowledge Transfer/Succession Planning Impacting Commission


Succession planning continues to be an important issue for the Commission. Insufficient overlap between sitting members whose terms are nearing expiration, and newly appointed members, has in the past resulted in a disproportionate load on some of the more experienced members. Newly appointed members are unfamiliar with Commission processes. Ideally, not more than 10% of members should retire from the Commission in any given year. This allows for gradual phasing in and out of members and maintains a balance of veteran and newer members.

The Commission has expressed an interest in having more overlap between sitting members and newly appointed members than has been afforded in the past.

Probability: LOW

There are no members who reach their ten year maximum term during the three fiscal years covered by this plan. However, every member of the Commission will have their current term of appointment expire during the three fiscal years covered by this plan. If members are not interested in being reappointed then this risk will increase.

Impact: MEDIUM

Extensive simultaneous changes in Commission membership can result in a disproportionate workload on some members, and creates difficulty in determining the appropriate composition of a hearing panel. Newer members, while they may be technically experienced, ideally should be phased in to hearings to learn the processes of the Commission.

Thirteen new members were appointed to the Commission in November 2016. There are only three experienced members who can mentor the new appointees.


New members will be asked to attend a hearing as an observer to allow them to become accustomed to the hearing process. When determining appropriate hearing panel composition, the Commission Chair will endeavour to phase-in new members in as quickly as possible.

In order to try and address the overall succession planning issue, the Commission Chair will need to carefully consider what recommendations to make regarding reappointment of current members. It may be necessary to recommend that not all members will be reappointed or that appointment terms be for a shortened term.

The Commission Chair and staff will work with the Minister’s Office and the Public Appointments Secretariat to seek appointments of new members more often and in smaller groups, so that their terms of appointment do not all expire at once. As mentioned above, the ideal would be to have not more than 10% of its appointments expire in the same year.

This strategy will allow the Commission to improve succession planning; achieve appointment overlaps, allowing for knowledge transfer from existing members to newly appointed members; achieve an appropriate balance of geographical representation; promote mentoring of new members; and achieve and maintain membership having expertise in all technical disciplines (structural, fire safety, plumbing, mechanical systems, on-site sewage systems, etc.).

Contingency Plan:

The Commission will continue to process its applications and hold its hearings as quickly as possible. The Commission Chair and staff will continue to make it a priority to work with the Minister’s Office and the Public Appointments Secretariat on recruitment, to achieve appointment overlaps that improve succession planning, allowing for knowledge transfer from existing members to newly appointed members, and promoting mentoring of new members.