Paper Number
CO(16)26
8 June 2016
PAPER CLASSIFICATION: OPEN
Council
COUNCIL WORKING PARTY ON FUTURE AND CURRENT STRATEGY
(Note by Mr Frank Lewis. If you have any questions on this paper before the meeting please
contact Mr Frank Lewis on +64 21 2725610 or by email [email protected])
1.
Issue
To provide a report to Council from the Council Working Party on Future and Current
Strategy.
2.
Timing
Council Meeting, 16 June 2016.
3.
For Recommendation
3.1.
Council is invited:
3.1.1. to note this report;
3.1.2. to recommend to the Board of Trustees that the Knowledge Services Board should
consider setting up a Working Party to evaluate the challenge of becoming the
primary source of source of engineering and technology knowledge for members, the
profession and the general public, and to propose possible solutions;
3.1.3. to recommend to the Board of Trustees that the IET should:




consider setting up a Working Party to develop the proposals identified in this
paper, and to further assess the opportunities for partnering and leverage in the
Eastern Ontario Region that are identified in the Appendices;
include in this work the relevant IET staff resources that are already working in
these areas and have developed targeted membership packages for other regions
and areas;
ask the Working Party to develop the proposals identified in this paper;
introduce a tailored membership package to attract new members in the Eastern
Ontario Region, then consider extending this approach to other areas in other
regions where similar issues are encountered.
4.
Progress to Date
4.1.
Since the last Council meeting in London in March 2016 the Working Party on Future
and Current Strategy has executed the following actions.
4.2.
The paper on Making the IET the Source of Knowledge has been completed and is
presented to the Council for approval by Council for submission to Board of Trustees
and handed over to the Knowledge Services Board for further development. The
paper supports the Trustees’ theme of the IET as a Learned Society. See Appendix
A.
1
4.3.
The paper on Attracting and Retaining Members in Canada and the USA is complete
for submission to the Board of Trustees and handed over to Volunteer Engagement
Board for further development. The paper supports the Trustees’ theme of Building
the Image of Engineering. See Appendix B.
4.4.
The paper on The Need for More TPNs has been completed and reviewed, however,
the Working Party believes that it should be incorporated into the work of either the
Volunteer Engagement Board or the Knowledge Services Board for further
development. The paper supports the Trustees’ themes of Building the Image of
Engineering and the IET as a Learned Society. A similar paper was circulated to
Council last year and then assigned for discussion and input to the Learned Society
Working Party headed by Professor Jan Sykulski on behalf of Council. The Working
Party decided to approach the technical network growth in a different way, and this
was reported back to Council in March 2016 in paper CO(16)2.
4.5.
The paper on Volunteer Support is insufficiently developed for discussion at this time.
4.6.
A Working Party teleconference was held on 10 May 2016. Minutes are attached as
Appendix C.
5.
Future Work
5.1.
Each of the papers above will be progressed over the next period. The plan is to
submit them before 30 September 2016.
5.2.
A status report will be produced prior to 30 September 2016.
6.
Risk
Engagement and performance by the Working Party has been poor this period.
There has been a group of stalwarts but also a significant number of non-engaged
members. Only six Working Party members attended the teleconference.
7.
Resources
Resources are tight. IET staff have been most helpful is assisting the development of
the papers to date and providing data, information and guidance.
2
Paper Number
Appendix A to CO(16)26
6 June 2016
PAPER CLASSIFICATION: OPEN
Council
MAKING THE IET “THE” SOURCE OF EXPERT KNOWLEDGE FOR ENGINEERING AND
TECHNOLOGY
(Note by Mr Will Stewart. If you have any questions on this paper before the meeting please
contact Mr Will Stewart by email via [email protected])
1.
Issue
Should the IET seek to become the “go to” source of engineering and technology
knowledge, for our members and the public, and, if so, how can that objective be
achieved?
2.
Timing
For consideration at the June 2016 Council meeting
3.
For Recommendation
Council is invited to consider this paper and to recommend to the Board of Trustees
that the Knowledge Services Board should consider setting up a Working Party to
evaluate the challenge of becoming the primary source of source of engineering and
technology knowledge for members, the profession and the general public, and to
propose possible solutions.
4.
Background
4.1.
It has been stated in Council and in the Engineering Community that the membership
has indicated that the IET is no longer considered to be the “go to” organisation for
technical knowledge and expertise.
4.2.
This note proposes that the IET finds and promotes ways of making the IET’s
membership and expert panels accessible in order to provide a source of expert
knowledge for members and for external third parties.
4.3.
The internet contains lots of information on engineering and technology topics. The
distinction is needed between this and “knowledge” or “wisdom”.
4.4.
The IET should play the role of providing Expert Knowledge for its core disciplines
and access to expertise that can ‘sort’ wisdom and help IET members (and others)
understand and apply it. It is important to target this as the IET cannot be “everything
to everybody”
4.5.
An issue for the profession and the IET in the future is whether engineering is one of
the ‘professions’ that may disappear, or at least change beyond recognition. This
trend has been succinctly identified by Richard and Daniel Susskind in their
invaluable book The Future of the Professions: How technology will transform the
work of experts.
4.6.
They suggest that the public facing professions of law, medicine, architecture,
accountancy etc will ‘disappear’ as internet enabled knowledge systems/hubs (of
1
course built by engineers!) grant public access to information and expertise
traditionally ‘guarded’ by specialists.
4.6.1. This is essentially a concern about the arrival of networked-computer-based
automation in relatively intellectual disciplines, which is beyond dispute. So
professions that rely unduly upon ‘the knowledge’ (as opposed to skill in interpreting
that knowledge) will get overtaken by AI systems.
4.6.2. This challenge to the manner in which expertise is distributed throughout society
could perhaps be perceived as an opportunity for the IET to regain its position as the
“go to” organisation for technical knowledge and expertise.This outcome might also
confer some competitive advantage for 'Professional Engineering and Technology'
compared with other PEIs.
4.6.3. The corollary to this is that engineering may be considered as an ‘enabling
profession’ and the IET will therefore be affected - so the question here is how much
this affects this proposal. Perhaps therefore the questions that the IET most needs to
answer are the ones that are ill-formulated; well-formulated questions are better
addressed to machines.
5.
Key Points
5.1.
Council should recommend to the Board of Trustees that the Knowledge Services
Board should consider setting up a Working Party to evaluate the challenge of
becoming the primary source of source of engineering and technology knowledge for
members, the profession and the general public, and to propose possible solutions.
5.2.
The following may be considered as an initial set of points to consider:
5.2.1. The IET should enhance (and promote) its knowledge services and access to these
services. The key question will centre on solution implementation. What kind of
graphical interface/web platform is best suited to the delivery of “knowledge” in a
timely manner?
5.2.2. A number of answer-focused e-business and web based search engines exist
(ask.com, answers.com, etc). Could the IET partner or offer a similar/superior tool to
grant access to its own knowledge store?
5.2.3. The IET should enhance and promote links between IET activities.
5.2.4. TPNs should be overtly positioned as knowledge sources and access mechanisms.
5.2.5. LNs should be positioned as regional mechanisms for organising relevant topic
delivery:




Experts and Best Practice (Consultants, Authors, Academics);
Industrial problems (Industrial R&D);
Learning Opportunities (especially Early Career);
Further information regarding potential TPN and LN development can be found in
pervious papers on the need for more TPNs and the IET as a Learned Society
(CO(16)2).
5.2.6. CPD could also play a role – could the scheme provide credit for supplying as well as
absorbing knowledge?
5.3.
This activity overlaps with the proposed Learned Academy and should therefore be
ultimately taken under the jurisdiction of the Knowledge Services Board.
2
5.4.
How can the IET generate revenue from this scenario?
5.5.
Under the new governance structure this action will fall under the Knowledge
Services Board. Council should engage with this Board prior to Sept 2016 to ensure
continuity.
6.
Risk
There are no risks associated with this activity.
7.
Resources
Volunteer and IET staff time may be required to evaluate this issue.
3
Appendix B to CO(16)26
5 June 2016
PAPER CLASSIFICATION: OPEN
Council
MAINTAINING AND GROWING IET MEMBERSHIP IN CANADA AND THE UNITED STATES
(PARTS OF THE AMERICAS REGION OF THE IET)
(Note by Mr Edwin Morton)
1.
Issue
IET membership in Canada and the United States has been declining (data provided in
Appendix A), This paper will address this issue using the Ottawa LN, as an example.
The author considers that there is an opportunity to reverse this trend and ensure that the
IET can continue to have a viable and valuable presence in the Americas.
2.
Timing
Council Meeting, 16 June 2016.
3.
For Recommendation
3.1.
Council is invited to discuss the recommendations of the Paper and to recommend to the
Board of Trustees that the IET should:
3.1.1. Consider assembling a joint Staff/Council/BoT Working Party that will undertake to
continue to develop the proposals identified in this paper, and to further assess the
opportunities for partnering and leverage in the Eastern Ontario Region that are identified
in the Appendices provided.
3.1.2. Include in this work the relevant IET staff resources that are already working in these
areas and have developed targeted membership packages for other regions and areas.
Following the publishing of the initial draft of this paper at the last Council meeting, the
Head of Communities and the CCA have endorsed the initiative and have supported the
work to date in developing this paper.
3.1.3. Consider requesting this Working Party, or its successor, to develop the proposals
identified in this paper. This would entail implementing a plan of action, with the
associated ownerships and time frames, that would result in a well thought through and
constructive proposal, including the benefits to the individuals, the employers based in
Ottawa and the IET.
3.1.4. Introduce a tailored membership package designed to attract new members in the
Eastern Ontario Region. (Eastern Ontario is the catchment area for the Ottawa (including
Kingston) LN, which now includes Montreal and includes approximately 285 current IET
members.
1
3.1.5. Following the development of a membership package for Eastern Ontario, consider
extending this approach to other areas in other regions where similar issues are being
encountered.
4.
Background
4.1.
The Ottawa LN outreach activities, designed to inspire, inform and influence, include:
•
•
•
•
•
Regular Technical Events that attract members, students and individuals from other
organizations such as Professional Engineers Ontario, the IEEE, and BCS.
Annual “Present Around the World” competitions for the last six years.
Outreach to Universities and Colleges in Eastern Ontario.
Collaboration with other organizations with similar and complementary objectives
such as the IEEE, Engineers Canada, the Professional Engineers of Ontario, the
BCS, the Canadian Advanced Technology Alliance, Invest Ottawa, Ottawa
University, Carleton University, Queens University, The Royal Military College,
Algonquin College, etc.
Setting up and managing major symposia, “Vehicle Navigation and Information
Systems ‘94” and “Securing the Edge” in 2014.
4.2.
It is evident that despite the relatively high level of engagement generated, the LN has not
been successful in attracting and retaining many Young Professionals. The median age
of members is increasing, and membership in the LN has declined significantly over the
last thirty years. Similar outcomes are likely the case for other American and Canadian
LNs.
4.3.
It is possible that retiring members do not always renew their membership, as they may
not always benefit from the residual income “means test”.
4.4.
The key membership benefits and services offered by the IET, which are summarised in
Appendix B, are primarily aimed at and available to engineering students, young
professionals, experienced engineers and retirees living in the UK. Not all of these
benefits are available to potential IET members living in Ottawa, nor do they have the
same perceived value to these members in the face of the advantages offered by many of
the other local organizations that are profiled in Appendix D. This “gap” in availability and
perceived value is a major contributor to declining membership. An analysis of these
benefits, identifying the benefits available and valuable in both the UK and in Ottawa,
Canada is provided in Appendix C.
4.5.
A “Profile of Ottawa”, including some data on the broader Region of Eastern Ontario”, is
provided as Appendix D. This profile clearly identifies the key aspects of the region
including: history, demographics, employment, education, government, industry, NGO’s,
advocacy groups. It includes significant details of University and College enrolment that
represents the target group for IET enrolment.
4.6.
Appendix E, “Why Ottawa” is a presentation that describes Ottawa as a hub for
technology, investment and employment. “Invest Ottawa” prepared this material, which is
essentially the equivalent of a “pumped up” Chamber of Commerce. This supports the
material in Appendix D and clearly identifies the reasons why Ottawa is an ideal target for
IET membership.
4.7.
There are other areas of other IET regions that will also merit a more detailed
assessment, analysis and the development of recommendations that can address
opportunities for growth, but this paper focuses on an area that the author understands
well and it is anticipated that the other areas can be tackled by authors drawn from
Council with relevant direct experience. It is not advisable to try to “boil the ocean”.
2
5.
Proposal
5.1.
Assemble an area specific Value Proposition that includes the benefits and services that
are locally available, differentiated from competitive local offerings, and are perceived to
be valuable enough to attract new members to join the IET.
5.1.1. Examples of benefits and services that are available and of value locally to potential IET
members in Canada could include: Career Management, CPD, Publications, International
Mobility, an “on ramp” to Registration, Soft Copies of E&T and Journals.
5.1.2. Examples of benefits and services that are not available and are of low value locally to
potential IET Members in Canada could include: Facilities, Venues, Professional
Registration, Insurance Services, and Relations with Governments.
5.2.
Establish a membership fee that is proportional to the availability and perceived value of
the package.
5.3.
Identify local, regional and national agencies, such as Engineers Canada, that can
partner with the IET and leverage the International reach of the IET.
5.4.
Jointly market the area specific package of benefits in collaboration with complementary
local, regional and national agencies such as Engineers Canada
5.5.
This would provide the means to start to rebuild a membership base in Ottawa in the face
of competition for the dollars, time and interest of potential members.
5.6.
Based on the outcomes of the work in the Ottawa Region, consider other areas of other
IET regions that will also merit a more detailed assessment, analysis and the
development of recommendations that can address opportunities for growth. (This paper
focuses on an area that the author understands well and it is anticipated that the other
areas can be tackled by authors drawn from Council with relevant direct experience. It is
not advisable to try to “boil the ocean”.)
6.
Risks (Advantages and Disadvantages)
6.1.
The advantages arising from addressing these issues are relatively self-evident. (This
section can be supplemented as the paper is further developed.)
6.2.
The disadvantages arising from not addressing these issues are also relatively selfevident. (This section can be supplemented as the paper is further developed.)
7.
Resources
Implementation of the recommendations in the paper may require additional resources
that have not been identified.
3
Appendix A
1.
Background
1.1.
It is apparent that many IET Membership that now live in Canada and the United States
arrived there as the direct result of emigration from the UK in the 60’s and 70’s.
Immigrants from primarily English speaking Commonwealth Countries have also
supplemented these members since then. The Ottawa LN is, perhaps, a typical example
of the beneficial impact of these immigrations. (The author speaks from personal
experience in this matter.) It is evident that despite the relatively high level of activity
generated by the Ottawa LN, and likely other LNs in the US and Canada, insufficient
younger members are joining the IET, the median age is increasing, and membership in
the LN has declined significantly over the last thirty years. There is an opportunity to
reverse this trend and ensure that the IET can continue to have a viable and valuable
presence in the Americas. North America in particular is still a major employer of
engineering talent.
1.2.
The chart below, drawn from the IET’s Membership database, demonstrates that the
largest LN in Canada, Toronto, saw a membership decline from 600 in 2011 to 490 in
2016, a decline in excess of 18%. The Ottawa LN also saw a decline from 205 to 190
members, a decline of slightly over 7%.
Figure 1, IET Membership statistics for Canada over the past 6 years
1.3.
There are other areas of other IET regions that will also merit a more detailed
assessment, analysis and the development of recommendations that can address
opportunities for growth, but this paper focuses on an area that the author understands
well and it is anticipated that the other areas can be tackled by authors drawn from
Council with relevant direct experience. It is not advisable to try to “boil the ocean”.
1.4.
IET Professional Staff have carried out some excellent work in comparing and contrasting
the services and benefits available to potential IET members from other organizations.
Details of this work are provided in Appendix E.
4
Appendix B
1.
Benefits and Services available to UK based IET members
1.1.
The following list of Benefits and Services is drawn directly from the “Where you belong”
brochure available on the IET website. (This appears to be the only definitive list of
Member benefits and services available.)
1.1.1.
1.1.2.
1.1.3.
1.1.4.
1.1.5.
1.1.6.
Career Development
•
Packaged Professional
Development Tools
•
Online Career Management
Tools
•
•
Continuing Professional
Development
Career Options Web services
Mentoring
Professional Registration
•
CEng
•
IEng
•
EngTech
•
•
ICT Tech
CITP
Professional Development
•
Learning
•
Ethics
Knowledge Resources
•
IET Library and Archives
•
Library Loan
•
The Virtual Library
•
Library Research Services
•
The Archives
•
IET Digital Library
•
•
•
•
•
•
Publications
E & T Magazine
E & T Newsletters
Journals
IET Face to Face Events
IET Virtual Events
•
Online Collaborative
Document Creation
•
•
Discounts on Hotels
Discounts on R&D Tax
Credits
Discounts on Used Cars
Discounts on New Volvos
Individual Involvement
•
Communities
•
Communities
•
Local Networks
Member Rewards
•
Discounts on Professional
Liability Insurance
•
Discounts on Car Rentals
•
Discounts on Home
Insurance
1.1.7.
Government Engagement
1.1.8.
Industry Engagement
•
1.1.9.
•
•
•
•
Horizontal Innovation
Access to Facilities
5
Engagement with Technology
Companies
Appendix C
1.
Gap Analysis of IET Membership Benefits Available between the UK and Ottawa,
Canada
1.1
Using the major groups of benefits and services listed in Appendix B above, this chart
shows the actual availability or applicability of a service, set of services or benefit to an
IET Member in the UK vs Ottawa, Canada. The weighting accorded to each of these
services, or sets of services are also provided in The Data Tables below.
1.2
For example, Professional Registration is of no intrinsic value to an IET member living
and practicing as an engineer in Ottawa as it has no legal status in Canada and is not
accepted as an equivalent qualification by the Professional Engineers of Ontario as a
route to “Professional Engineer” designation. It is accorded some value for those
engineers that wish to travel to areas in which the IET’s professional registration, trough
the Engineering Council, is recognised.
1.3
Likewise, access to Savoy Place or to any of the IET’s other locations in the UK is of no
intrinsic value to an IET member living and working as an engineer in Ottawa as the
facilities are in the UK.
6
2.
Gap Analysis of IET Membership Benefits contrasting the actual and perceived
value between the UK and Ottawa, Canada
2.1
Using the major groups of benefits and services listed in Appendix B above, this chart
shows the perceived value of a service, set of services or benefit to an IET Member in the
UK vs Ottawa, Canada. The weighting accorded to each of these services, or sets of
services, is also provided in the data Tables. The factors used in assigning a “weight” to
the actual or perceived value of a have been assigned based on the personal
experiences of the author. The modelling tool used is flexible and can accommodate the
development of different weights based on a broader set of inputs.
2.2
For instance, the perceived value of Knowledge Services to an IET member living and
practicing as an engineer in Ottawa is less than the perceived value of an IET member
living and working in the UK. Similar services are available in Canada and, unless there
are compelling reasons, the Ottawa based IET member will likely access Canadian
Knowledge services as a first choice.
2.3
Likewise, the Career Development tools provided by the IET are designed around a UK
centric model and, although powerful and comprehensive, in their current form are less
appealing to a potential IET member in Ottawa.
7
3.
Gap Analysis of IET Membership Benefits, contrasting the availability, the actual
and perceived value between the UK and Ottawa, Canada
3.1
The above chart weights the availability of benefits and services available to IET
members in the UK and Canada, respectively, with the actual and perceived value of
these services. The “gap” between these two graphs clearly demonstrates the difference
between the services and benefits available and valuable in the two locations.
8
4.
Data Entry Tables
4.1.
The following table provides a summary of the weight associated with the availability and
the perceived value of the benefits or services used in carrying out the analysis and
developing the charts in Appendix C. The Total column represents the multiplication of
the two weighting factors. These values were “normalised” as percentages and are used
to develop the charts in the Appendix.
9
Appendix D
A profile of Ottawa, the National Capital Region touching on Kingston and Montreal, providing data points for
consideration of opportunities for the growth and the development of the IET with a focus on areas of alignment
with the IET’s mission statement.
10
1. Ottawa and the National Capital Region
a. History
Ottawa is the capital city of Canada. It stands on the south bank of the Ottawa River in the eastern portion of Southern Ontario. Ottawa
borders Gatineau, Quebec; the two form the core of the Ottawa–Gatineau census metropolitan area (CMA) and the National Capital Region
(NCR).
The city is the most educated in Canada, and it is home to a number of post-secondary, research, and cultural institutions, including the
National Arts Centre and the National Gallery. Ottawa also has the highest standard of living in the nation and low unemployment. It ranks
2nd out of 150[14] worldwide in the “Numbeo” quality of life index, and it contains a UNESCO World Heritage Site.
b. Demographics
In 2011, the populations of the City of Ottawa and the Ottawa-Gatineau census metropolitan area (CMA) were 883,391 and 1,236,324
respectively. The city had a population density of 316.6 persons per km2 in 2006, while the CMA had a population density of 196.6 persons
per km2. It is the second-largest city in Ontario, fourth-largest city in the country, and the fourth-largest CMA in the country.
Ottawa's median age of 39.2 is both below the provincial and national averages as of 2011. Youths under 15 years of age comprised 16.8%
of the total population as of 2011, while those of retirement age (65 years and older) comprised 13.2% In 2011, females made up 51.5% of
the amalgamated Ottawa population.
Between 1987 and 2002, 131,816 individuals relocated to the city, which represents 75% of the population growth for that period. Over 20
percent of the city's population is foreign-born, with the most common non-Canadian countries of origin being the United Kingdom (8.8% of
those foreign-born), China (8.0%), and Lebanon (4.8%). About 6.1% of residents are not Canadian citizens.
c. Employment
Ottawa's primary employers are the Public Service of Canada and the high-tech industry. The national headquarters for many federal
departments are located in Ottawa. The city has a high standard of living and low unemployment. Mercer ranks Ottawa with the third highest
quality of living of any large city in the Americas, and 16th highest in the world. It is also rated the second cleanest city in Canada, and third
cleanest city in the world. In 2012, the city was ranked for the third consecutive year as the best community in Canada to live in by
MoneySense.
Ottawa had the fourth highest GDP growth rate among major Canadian cities in 2007 at 2.7%, which exceeded the Canadian average of
2.4%. It is estimated that the National Capital Region attracts around 7.3 million tourists annually who spend about 1.18 billion dollars.
The region of Ottawa-Gatineau has the third highest income of all major Canadian cities. The average gross income in the region amounted
to $40,078, an increase of 4.9% compared to the previous year. The annual cost of living rate in 2007 grew 1.9%.
The Federal government is the city's largest employer, employing over 110,000 individuals from the National Capital region. Ottawa is
also an important technology centre; in 2015, its 1800 companies employ approximately 63,400 people. The concentration of
11
companies in this industry earned the city the nickname of "Silicon Valley North." Most of these companies specialize in telecommunications,
software development and environmental technology. Large technology companies such as Nortel, Corel, Mitel, Cognos, Halogen Software,
Shopify and JDS Uniphase were founded in the city. Ottawa also has regional locations for 3M, Adobe Systems, Bell Canada, IBM, AlcatelLucent and Hewlett-Packard. Many of the telecommunications and new technology are located in the western part of the city (formerly
Kanata).
Another major employer is the health sector, which employs over 18,000 people. There are four active general hospitals in the Ottawa area:
Queensway-Carleton Hospital, The Ottawa Hospital, Montfort Hospital, and Children's Hospital of Eastern Ontario. There are also a number
of specialized hospital facilities, such as the University of Ottawa Heart Institute and the Royal Ottawa Mental Health Centre. Nordion, i-Stat
as well as the National Research Council of Canada and OHRI are part of the growing life science sector.
Business, finance, administration, and sales and service occupations rank high among types of occupations. Approximately ten percent of
Ottawa's GDP is derived from finance, insurance and real estate whereas employment is in goods-producing industries is only half the
national average. The City of Ottawa is the second largest employer with over 15,000 employees.
The National Defence Headquarters located in Ottawa is the main command centre for the Canadian Armed Forces and hosts the
Department of National Defence. The Ottawa area includes CFS Leitrim, CFB Uplands, and the former CFB Rockcliffe. During the summer,
the city hosts the Ceremonial Guard, which performs functions such as the Changing the Guard.
In 2006, Ottawa experienced an increase of 40,000 jobs over 2001 with a five-year average growth that was relative slower than in the late
1990s. While the number of employees in the federal government stagnated, the high-technology industry grew by 2.4%. The overall growth
of jobs in Ottawa-Gatineau was 1.3% compared to the previous year, down to sixth place among Canada's largest cities. The unemployment
rate in Ottawa-Gatineau was 5.2% (only in Ottawa: 5.1%), which was below the national average of 6.0%. The economic downturn resulted
in an increase in the unemployment rate between April 2008 and April 2009 from 4.7 to 6.3%. In the province, however, this rate increased
over the same period from 6.4 to 9.1%.
d. Education
i. General
Ottawa is known as one of the most educated cities in Canada, with over half the population having graduated from college and/or university.
Ottawa has the highest per capita concentration of engineers, scientists, and residents with PhDs in Canada.
ii. Universities
The city has two main public universities:
The University of Ottawa was the first post-secondary institution established in the city when the "College of Bytown" was founded in 1848.
The university would eventually expand to become the largest English-French bilingual university in the world. It is also a member of the U15,
a group of highly respected research-intensive universities in Canada. The university's campus is located in the Sandy Hill neighbourhood,
just adjacent to the city's downtown core.
12
Carleton University was founded in 1942 growing in size to meet the needs of returning World War II veterans and later became Ontario's
first private, non-denominational college. Over time Carleton would make the transition to the public university that it is today. In recent years,
Carleton has become ranked highly among comprehensive universities in Canada. The university's campus sits between Old Ottawa South
and Dow's Lake.
iii. Public Colleges
Ottawa also has two main public colleges – Algonquin College and La Cité collégiale. It also has two Catholic universities – Dominican
University College and Saint Paul University. There is also the University of Quebec en Outaouais, Cégep de l'Outaouais, and Heritage
College in the neighbouring city of Gatineau.
iv. Secondary Schools
There are four main public school boards in Ottawa: English, English-Catholic, French, and French-Catholic. The Ottawa-Carleton District
School Board (OCDSB) is the largest board with 147 schools, followed by the Ottawa Catholic School Board with 85 schools. The two
French-language boards are the Conseil des écoles catholiques du Centre-Est with 49 schools, and the Conseil des écoles publiques de
l'Est de l'Ontario with 37 schools.
13
2. Profile of the IET Membership in the Ottawa Local Network
a. History
The Ottawa LN was established in approximately1965. It was populated primarily by expatriate Britons that emigrated to Canada to join the
High Technology community in and around Ottawa. At its peak, membership levels were approximately (To be added.)?. The LN has
always been very active with a strong LN Executive active and has consistently delivered:
• held technical events,
• annual general meetings,
• networking activities,
• Regular newsletters
• Annual Dinners with a guest speaker,
• Engagement with other Learned Societies
• Visits to businesses, laboratories or sites with a strong engineering or technology focus, and
• Outreach activities to University or Secondary schools.
b. Current Status
Over the years as immigration from the UK slowed and was replaced by immigration from other areas, the membership mix has changed and
the overall number of members has declined. The decline in membership can be attributed to the retirement or passing of the original
cohorts of members that joined the LN in its early days. The current membership mix is representative of the more recent face of
immigration and we are pleased to have a divers membership including immigrants from a number of English speaking areas including Hong
Kong, Sri Lanka, East Africa, the Caribbean and a small number of Canadian born members.
The LN has also contributed significantly to Governance in the last ten years with many members playing roles on various boards and
committees.
c. Membership
i. Ottawa
Current Members
Former Members
Non Members
Grand Total
179
9
4
192
Current Members
Former Members
Non Members
Grand Total
(TBA))
(TBA)
(TBA)
(TBA)
Current Members
Former Members
(TBA)
(TBA)
ii. Membership Data Montreal
iii. Membership Data Kingston
14
Non Members
Grand Total
(TBA)
(TBA)
15
3. NGOs
a. Learned Societies
i. Institution of Engineering and Electronics
Description
The Institute of Electrical and Electronics Engineers, the IEEE, is a professional association with its corporate office in New York City and its
operations center in Piscataway, New Jersey. Today, it is the world's largest association of technical professionals with more than 400,000
members in chapters around the world.
Its objectives are the educational and technical advancement of electrical and electronic engineering, telecommunications, computer
engineering and allied disciplines. It is the world's largest association of technical professionals
Legal Status
The IEEE is incorporated under the Not-for-Profit Corporation Law of the state of New York. It was formed in 1963 by the merger of the
Institute of Radio Engineers (IRE, founded 1912) and the American Institute of Electrical Engineers (AIEE, founded 1884).
Membership Base
It is the world's largest association of technical professionals with more than 400,000 members in chapters around the world.
Services to Members
The IEEE offers a similar range of services to its members as those offered by the IET. Services include:
• Keeping Technically Current
• Career Resources and Recognition
• Professional Networking
• Continuing Education
• Discounts
• Humanitarian Programs
Mission
The IEEE's core purpose is to foster technological innovation and excellence for the benefit of humanity.
Vision
The IEEE will be essential to the global technical community and to technical professionals everywhere, and be universally recognized for
the contributions of technology and of technical professionals in improving global conditions.
Geography
North American Centric, International in reach.
Members
More than 400,000 members in chapters around the world.
The IEEE Ottawa Section belongs to Region 7 (IEEE Canada). The Ottawa Section represents more than 2,000 individual members
Position in comparison to the IET
Both competitive and collaborative
Potential fit in a collaborative value proposition
16
Limited to co- sponsorship of events. The Ottawa LN has good contacts with a number of the IEEE Technical societies and executive and
has participated in a number of mutually sponsored events. A number of the Members of the Ottawa LN are IEEE members and there is a
good level of collaboration between the IET and the IEEE in Ottawa.
WebPresence
http://www.ieee.org/
https://en.wikipedia.org/wiki/Institute_of_Electrical_and_Electronics_Engineers
http://www.ieeeottawa.ca/
http://montreal.ieee.ca/
http://sites.ieee.org/kingston/home/
The IEEE uses multiple Linked in Groups for Networking purposes.
17
ii. British Computer Society
Description
The British Computer Society is a professional body and a learned society that represents those working in Information Technology both in
the United Kingdom and internationally. Established in 1957, in 2009 it rebranded as BCS — The Chartered Institute for IT, although this has
not been reflected in a legal name change. Its objectives are to promote the study and application of communications technology and
computing technology and to advance knowledge of education in ICT for the benefit of professional practitioners and the general public.
Legal Status
Registered Charity. The BCS was incorporated by Royal Charter in the UK in 1984.
Membership Base
A worldwide membership of over 82,000 members in over 100 countries,
Services to Members
The BCS offers a similar range of services to its members as those offered by the IET. Services include:
• Continuing Professional Development (CPD)
• Mentoring
• Discounted training opportunities
• Browse SFIAplus
• Job listings using BCS Recruit
• Local Branch meetings (for members within the UK)
• International Sections (for members outside the UK)
• Specialist Groups (for everyone)
• ITNOW, a quarterly magazine which is available in print or digital
• Discounted rates for access to the ACM Digital Library
• Safari Books Online - 300 IT and business eBooks,
• EBSCO - 5,000 business journals and magazine & 4,000 Computer and Applied Science titles
• Industry reports - a new report each month, plus unlimited archive access
• A weekly member e-newsletter
• The digital version of “Computing”
• Our various Members Social Media (e.g. @BCSMembership)
• A selection of exclusive member discounts at the BCS Bookshop
• Email forwarding gives you a consistent and professional email address (@bcs.org) for the lifetime of your membership
• Significant discount on Professional Indemnity Insurance (PII)
• UK employment dispute services
• Legal help - online or telephone
• Framing & plaque service, for Membership certificate
• Discounts on a number of training courses, from a number of providers
18
•
Membership Extras offers savings on money and time for both personal and professional activities.
Mission
The Chartered Institute for IT is committed to making IT good for society. We use the power of our network to bring about positive, tangible
change. We champion the global IT profession and the interests of individuals, engaged in that profession, for the benefit of all.
Vision
N/A
Geography
UK Centric with an International Reach. BCS has a number of regional branches and specialist groups. Currently there are 45 regional
branches in the UK, 16 international sections and 50 specialist groups
Members
Worldwide membership of over 82,000 members in over 100 countries.
Position in comparison to the IET Ottawa LN
Partially competitive, but also collaborative and complementary
Potential fit in a collaborative value proposition
Engagement could be part of the Value Proposition in delivering outreach events. The Ottawa LN has regular contact with the BCS
executive and has participated in a number of mutually sponsored events.
WebPresence
http://www.bcs.org/
https://en.wikipedia.org/wiki/British_Computer_Society
The BCS uses multiple Linked in Groups for Networking purposes.
19
iii. INCOSE
Description
The International Council on Systems Engineering is a non-profit membership organization dedicated to the advancement of systems
engineering and to raise the professional stature of systems engineers. INCOSE is the world’s largest Professional Network of Systems
Engineers. It was founded to develop and disseminate the interdisciplinary principles and practices that enable the realization of successful
systems.
Legal Status
INCOSE is a not-for-profit membership organization.
Membership Base
Over ten thousand members representing a broad spectrum – from student to senior practitioner, from technical engineer to program and
corporate management, from science and engineering to business development.
Services to Members
INCOSE offers a similar range of services to its members as those offered by the IET. Services include:
• Systems Engineering Professional Certification,
• Quarterly e-Publication, INSIGHT,
• Electronic version of the Journal of Systems Engineering; and the Systems Engineering Handbook;
• Collaborate with experts and practitioners,
• Exclusive access to INCOSE Connect, a collaborative environment,
• Member discounted registration to the International Workshop and International Symposium.
Mission
Share, promote and advance the best of systems engineering from across the globe for the benefit of humanity and the planet.
Vision
The world's authority on Systems Engineering.
Geography
US Centric with an International reach.
Members
Worldwide membership of over 10,000 members in 62 countries.
Position in comparison to the IET Ottawa LN
Unclear if INCOSE has a significant presence in Ottawa
Potential fit in a collaborative value proposition
If INCOSE is active in Ottawa, engagement could be part of the Value Proposition in delivering outreach events.
WebPresence
http://www.incose.org/Home https://en.wikipedia.org/wiki/International_Council_on_Systems_Engineering
20
4. Regulatory Bodies
i. Engineers Canada
Description
The Canadian Council of Professional Engineers (CCPE), operating with the business name of Engineers Canada, is the national
organization of the 12 provincial and territorial associations that regulate the practice of engineering in Canada.
Legal Status
Engineers Canada is a not-for-profit membership organization.
Membership Base
Engineers Canada is the national organization of the 12 engineering regulators that license the country's 280,000 members of the
profession.
Services to Members
Services include the delivery of National Programs for:
• Accreditation Resources
• Standards of engineering education,
• Professional qualifications,
• Professional practice
It also promotes greater understanding of the nature, role and contribution of professional engineers and engineering to society, and
undertakes federal government relations and national media relations on behalf of, and in consultation with, the provincial and territorial
associations.
Members of EC also have access to the following benefits:
• Insurance,
• Awards,
• Scholarships,
• Fellowships.
Mission
Promoting and maintaining the integrity, honour and interests of Canada's engineering profession.
Vision
(TBA)
Geography
Canada
Members
The Provincial and Territorial agencies that regulate the profession across Canada, such as Professional Engineers Ontario in Ontario.
Position in comparison to the IET Ottawa LN
Similar role to the Engineering Council in the UK,
Potential fit in a collaborative value proposition
21
Members of the IET LN Exec and both volunteers and Senior Staff from the UK have met with the Chief Executive and senior managers at
Engineers Canada to consider areas of common interest including mutual accreditation.
WebPresence
https://engineerscanada.ca/about
https://en.wikipedia.org/wiki/Canadian_Council_of_Professional_Engineers
22
ii. Ontario Association of Certified Engineering Technicians and Technologists
Description
OACETT is Ontario's independent certifying body for engineering and applied science technicians and technologists, regardless of discipline.
OACETT confers the designations C.Tech. (Certified Technician) and C.E.T. (Certified Engineering Technologist). Employers and other
engineering professionals recognize these designations across Canada.
OACETT promotes the interests of engineering and applied science technicians and technologists in industry, educational institutions, the
public and government.
Legal Status
The OACETT Act of 1984 incorporated OACETT in 1962 and was legislated under the Statutes of Ontario. The Act established OACETT as a
self-governing body with right to title for its members. Later, the provincial legislature passed the OACETT Act of 1998, a revised act that
includes a description of work for technicians and technologists.
Membership Base
It currently has more than 24,000 members in Ontario.
Services to Members
Services include:
• To be recognized as an engineering technology professional,
• Identification stamp and technology ring,
• Employers value certified employees,
• Make a difference to the profession
• National and international mobility,
• Mandatory certification for members in road construction,
• Liability insurance
Mission
OACETT promotes the interests of engineering and applied science technicians and technologists in industry, educational institutions, the public
and government.
Vision
(TBA)
Geography
Ontario
Members
(TBA)
Position in comparison to the IET Ottawa LN
Operates as a Provincial Regulatory Body for Technicians in Ontario. A similar role to the regulatory role played by the IET in the UK.
Potential fit in a collaborative value proposition
Engagement with OACETT could be part of the Value Proposition in delivering outreach events. OACETT might see value in a relationship
with the IET as a lead in to International recognition of the value of the Technican qualification on a Global basis though the IET.
23
The IET is a relatively complementary organization to OACETT, which is solely dedicated to the Regulatory role across all technical
disciplines in Ontario and does not deliver and knowledge resources.
WebPresence
https://www.oacett.org/
https://en.wikipedia.org/wiki/Ontario_Association_of_Certified_Engineering_Technicians_and_Technologists
https://www.linkedin.com/groups/149199/profile
24
iii. Professional Engineers Ontario
Description
The PEO is the self-regulatory body that governs Ontario's professional engineers, regardless of engineering discipline, and sets standards
for and regulates engineering practice in the province. to protect the public interest where engineering is concerned. It was created on June
14 1922 and is mandated to educating its members to latest developments and maintaining a Code of Ethics that puts the public interest first.
It fulfills the same role for engineers as the College of Physicians and Surgeons for doctors or the Law Society of Upper Canada for lawyers.
The P.Eng. designation represents high standards of engineering knowledge, experience and professionalism. To become a professional
engineer in Ontario, an individual must be licensed by Professional Engineers Ontario (PEO).
Legal Status
It has a statutory mandate under the Professional Engineers Act of Ontario. PEO is governed by a Council of 29 (17 elected by the licence
holders and 12 appointed by the provincial government).
Membership Base
The PEO consists of 37 chapters, each representing a different geographic area in Ontario and represents 80,000 professional engineers.
Services to the Public provided by the regulating the Members
For more than 90 years, PEO has governed its licence and certificate holders and regulated professional engineering practice to serve and
protect the public of the province. Under the Professional Engineers Act, PEO establishes the educational, experience and other
requirements for licensing, and disciplines licence and certificate holders who fail to maintain the expected standards of practice. PEO also
raises public awareness of its role and of engineering as a licensed profession. Only a PEO licence holder can take responsibility for
professional engineering work in Ontario; only a PEO Certificate of Authorization holder can offer or provide engineering services to the
public.
Mandate
PEO's mandate, as described in the Professional Engineers Act, is to ensure that the public is protected and that individuals and companies
providing engineering services uphold a strict code of professional ethics and conduct.
PEO protects and serves the public by:
• ensuring all licensed professional engineers are qualified – and by licensing all who qualify;
• disciplining professional engineers found guilty of professional misconduct;
• taking action against unlicensed individuals who illegally describe themselves as engineers. Similarly, the association can prosecute
companies or entities who illegally provide engineering services to the public;
• investigating all complaints brought to it about unlicensed, unprofessional, inadequate, or incompetent engineering services;
• conducting disputes resolution and hearings;
• preparing performance guidelines as benchmarks for quality of service in the engineering profession; and
• preparing performance standards in regulation.
Vision
(TBA)
25
Geography
Ontario, Canada
Members
Ontario professional engineers are PEO licence and certificate holders committed to enhancing the quality of life, safety and well-being in the
province.
Position in comparison to the IET Ottawa LN
Operates as a Provincial Regulatory Body for Engineers in Ontario. A similar role to the regulatory role played by the IET in the UK.
Potential fit in a collaborative value proposition
A number of members of the IET LN Exec are also members of the PEO and have a good working relationship with the PEO including a
Memorandum of Understanding. A number of events are mutually sponsored. The IET is a relatively complementary organization to the
PEO, which is solely dedicated to the Regulatory role across all engineering disciplines in Ontario and does not deliver and knowledge
resources.
Engagement with PEO could be part of the Value Proposition in delivering outreach events. PEO might see value in a relationship with the
IET as a lead in to international recognition of the value of the P.Eng. qualification on a Global basis though the IET.
WebPresence
http://www.peo.on.ca/index.php
https://www.linkedin.com/groups/6554766/profile
26
5. Lobby Groups
i. Ontario Society of Professional Engineers
Description
The Ontario Society of Professional Engineers (OSPE) is the voice of the engineering profession in Ontario. It represents the entire
engineering community, including engineers, engineering professionals, graduates, and students who work or will work in several of the most
strategic sectors of Ontario’s economy.
OSPE elevates the profile of the profession by advocating with governments, offering valued member services and providing opportunities
for ongoing learning, networking and community building.
Legal Status
OSPE was formed in 2000 after members of Professional Engineers Ontario (PEO) voted to separate the regulatory and advocacy functions
into two distinct organizations.
Membership Base
Not all PEO members are OSPE members, so estimating that approximately 50% of PEO members join OSPE, the membership base could
be 40,000 members across Ontario. There are significant centres of membership in London, Mississauga and Toronto.
Services to Members
OSPE Members can benefit from a number of products and services as follows:
• Discounts on a wide range of products and services, including insurance and travel packages
• A wide array of Professional Development courses, including PPE Prep, all heavily discounted for members
• Free secondary professional liability insurance through the BMS Group
• Support in achieving the P.Eng. Designation
• Access to the Engineering Compensation Survey
• Engineering Fee Guideline
• Political Action Network and advocate for your profession
• Job opportunities at our engineering job fairs, open only to OSPE and PEO members
• A subscription to The Voice, the OSPE quarterly magazine
Mandate
The Ontario Society of Professional Engineers (OSPE) was established to ensure the voice of engineers is heard and considered. OSPE
works to provide solutions to the challenges that face Ontario and effect the economy and the engineering profession..
Vision
Our vision is to be the voice of Ontario’s engineers that champions the interests of the province’s engineering community.
Geography
Ontario, Canada
27
Members
Membership of OSPE is open to licensed Professional Engineers from Ontario, other Canadian provinces, Graduates of Engineering Degree
Courses, Engineering Interns living in Ontario.
Position in comparison to the IET Ottawa LN
OSPE is an advocacy group that elevates/(”lobbies for”) the profile of the profession by advocating with governments. The IET does not
have that capability in Ottawa.
Potential fit in a collaborative value proposition
At this point it is not clear if many members of the Ottawa LN or the Ottawa LN Exec are also members of OSPE. It is clear that there could
be opportunities to explore some of the benefit packages that OSPE offers and to see if any of the IET courses could complement their
Professional Development program.
WebPresence
https://www.ospe.on.ca
28
ii. Invest Ottawa
Description
Invest Ottawa is an Economic Development Agency that carries out economic development programs and initiatives in the areas of
entrepreneurial mentorship, startup development, business incubation services, commercialization, targeted sector development, investment
attraction, business retention, expansion, and global trade development.
Membership Base
Any qualified business interested in putting down roots in Ottawa and the National Capital Region. Invest Ottawa focuses on the following
sectors:
• Aerospace, Security & Defense
• CleanTech
• Film & TV
• Digital media
• Communications Technologies
• Software
• Life Sciences
Services to Members
Invest Ottawa delivers collaborative economic development programs and initiatives that increase entrepreneurial momentum, wealth and
jobs in the City of Ottawa and its surrounding region while marketing Ottawa’s diversified economy and high quality of life.
Mission
To make Ottawa the best place in Canada to start and grow a business.
Vision
N/A
Geography
Ottawa and the National capital Region
Members
Invest Ottawa serves the Ottawa and National Capital region and is funded by all levels of Government, Government Agencies and Local
Industry
Position in comparison to the IET Ottawa LN
Non-competitive, collaborative and complementary
Potential fit in a collaborative value proposition
Engagement could be part of the Value Proposition in delivering outreach events. The Ottawa LN has met with Senior Executives from
Invest Ottawa and a collaborative relationship has been established.
WebPresence
http://investottawa.ca/
https://www.linkedin.com/groups/691527
29
iii. The Ottawa Network
Description
The Ottawa Network is a not-for-profit member- driven organization that connects entrepreneurs, academics, industry professionals and
government agencies to grow innovative businesses in the Ottawa region.
It partners with local incubators, accelerators, government and local businesses to co-host, promote and create events that provide
networking and educational opportunities for entrepreneurs in and around the Ottawa region
Membership Base
The Ottawa Network’s target market is a segment of around 10,000+ employees in the cross section of companies 0-9 years old and 1-99
employees. This cross section represents the employees of the smaller younger companies that are typically faster growing, in dynamic
marketplaces, requiring constant corporate adaptation and requiring good inexpensive consultation.
Membership is at no cost,
Services to Members
Technology Showcase events
Networking with Academia, Government and Industry
Mission
To build a stronger entrepreneurial community in Ottawa
Vision
N/A
Geography
Ottawa and Eastern Ontario catchment area
Members
Broad Membership with a technology focus
Position in comparison to the IET Ottawa LN
Non-competitive, collaborative and complementary
Potential fit in a collaborative value proposition
Collaborative and complementary, engagement could be part of the Value Proposition in delivering outreach events. The Ottawa LN has met
with the CATA Chief Executive and a collaborative relationship has been established.
WebPresence
http://theottawanetwork.com/
https://www.linkedin.com/groups/101499
30
iv. Canadian Advanced Technology Association
Description
The Canadian Advanced Technology Alliance (CATAAlliance) grows the revenues of its members by creating a collaborative edge -- a chain
of expanding value that ripples across Canada's Innovators, Commercializers, Users, and Professionals. It is the largest high-tech
association in Canada, CATAAlliance matches businesses with opportunities across almost every sector, so that we can all do business
together. Reaching out from Canada, CATAAlliance members are connected with investment Mandate
Membership Base
Technology focused Corporations.
The Canadian Advanced Technology Alliance (CATAAlliance) is Canada's One Voice for Innovation Lobby Group, crowdsourcing ideas and
guidance from thousands of opt in members in moderated social networks in Canada and key global markets.
Services to Members
CATA provide support and connections in the following areas
• SR&ED Tax & Finance Credits
• Public Relations
• Event Marketing and Promotion**
• High-Tech Advisor
• MTS Allstream Collaboration Suite - Hosted Microsoft Exchange
• Content Management Software
• Insurance
• Group Insurance Services providing clients between 15-35% reductions in Email messaging software
• International Courseware Offerings
• Recruitment
• Software Financing at Preferred Rates
• CATA News Agency
• Car Rental Discount Program
Mission
To move Canada to 1st place or an A grade in Innovation and Competitiveness
Vision
N/A
Geography
Canada Wide, HQ in Ottawa
Members
IN excess of 1,000 Corporations
Position in comparison to the IET Ottawa LN
Non-competitive, collaborative and complementary
Potential fit in a collaborative value proposition
31
Collaborative and complementary, engagement could be part of the Value Proposition
WebPresence
http://www.cata.ca/
32
6. Academia
a. Graduate Schools/Colleges/Universities
i. Ottawa University
Description
The University of Ottawa (uOttawa or U of O) (French: Université d'Ottawa) is a bilingual public research university in Ottawa, Ontario,
Canada. The university offers a wide variety of academic programs, administered by ten faculties. It is a member of the U15, a group of
research-intensive universities in Canada.
The university has consistently been ranked one of Canada's top universities. In the 2014-2015 Times Higher Education World University
Rankings placed the University 188th in the world and eighth overall in Canada.
Research
Research at the University of Ottawa is managed through the Office of the Vice-President, Research. The university operates 40 research
centres and institutes including the Ottawa Health Research Institute and the University of Ottawa Heart Institute. The university is a member
of the U15, a group of research-intensive universities in Canada.[107] Research Infosource ranked the university Canada's ninth most
research intensive school for 2014, with 2013 sponsored research income of $297.813 million, averaging $231,900 per faculty member. The
largest is the federal government, providing $142.8 million in 2010. This was followed by the provincial government, which provided $31.2
million and the corporate/private sector which provides $25.8 million in research funding.
In terms of research performance, High Impact Universities 2010 ranked the university 180th in the world and ninth in Canada. In the same
rankings, Ottawa ranked 98th in the world and seventh in Canada in the field of medicine, pharmacology and health sciences. In 2012, the
Higher Education Strategy Associates, another organization which also ranks universities based off their research strength, ranked the
university fourth nationally in the fields of social sciences and humanities.
Staffing and Students
The University has
2,968 Academic Staff members,
36,068 Undergraduate Students
6,368 Postgraduate Students
Faculty of Engineering Mission
The Faculty of Engineering provides its graduates with top quality education in engineering and computer science, preparing them to practice
their professions competently to meet the ever-changing needs of society, and to continue learning their discipline, allowing them to move
into other related fields including business, law and medicine.
Excellence and diversity in research are essential to our mission and build on our strong collaboration with industry and government research
laboratories.
Faculty of Engineering Academic Units
Chemical and Biological Engineering
Civil engineering
33
Electrical Engineering and Computer Science
Mechanical Engineering
Faculty of Engineering Vision
Our vision is to uniquely position the Faculty as a leader in innovation and excellence in engineering and computer science through
education, research and scholarship in a professional framework reflecting our social responsibility.
The Faculty believes its prime driver for success in all these areas should emanate from targeted research that attracts highly qualified
faculty and graduate students, and enhances the attractiveness and quality of the undergraduate program.
The Faculty will continue to support the individual research initiatives of its professors, but will promote a strong focus on inter-disciplinary
research in high-interest and impact areas as perceived by governments and industry as follows:
■ e-Society
■ Bio and health engineering
■ Critical infrastructure design and survivability
■ Sustainable energy and environmental technologies
The partnering and funding opportunities inherent in these theme areas are strongly evident in the successful research and networking
already completed and continuing with government and industry.
The Faculty benefits from a strong presence and reputation in information technology (IT) and is firmly committed to continuing cutting edge
research in this field. Given the now pervasive nature of IT, its position in the Faculty’s vision is now that of a fundamental “enabler”. The
Faculty therefore strives to use its IT and related engineering capabilities to catalyze developments and advancements in other disciplines
through collaboration and team efforts.
WebPresence
https://en.wikipedia.org/wiki/University_of_Ottawa
http://engineering.uottawa.ca/
34
ii. Carleton University
Description
Carleton University is a comprehensive university located in the capital of Canada, Ottawa, Ontario. It is a public university, offering more
than 65 academic programs across a wide range of disciplines. Carleton is reputed for its strength in a variety of fields, such as engineering,
industrial design, humanities, international business and many of the disciplines housed in its Faculty of Public Affairs (including international
affairs, journalism, political science, political economy, political management, public policy and administration, and legal studies).
Carleton has been included in a number of Canadian and international college and university rankings. In 2013–2014, Carleton was ranked
276–300 in the Times Higher Education Supplement rankings, and 401–500th in the Academic Ranking of World Universities. In 2015,
Macleans ranked Carleton as the 4th best comprehensive university in Canada
Carleton:
• strives for innovation in research, teaching and learning.
• Is strategically located in Ottawa, the nation’s capital, connects us to the world.
• encourages hands-on experience in the classroom.
• offers exceptional student support
Research
Carleton’s Research Centres include:
• Canadian Health Adaptations, Innovation, and Mobilization (CHAIM) Centre
• Carleton Centre for Community Innovation (3ci)
• Carleton Centre for Public History (CCPH)
• Carleton Immersive Media Studio (CIMS)
• Carleton Sustainable Energy Research Centre (CSERC)
• Centre for European Studies (CES)
• Centre for Indigenous Research, Culture, Language and Education (CIRCLE)
• Centre for Research and Education on Women and Work (CREWW)
• Centre for Trade Policy and Law (CTPL)
• Centre for Transnational Cultural Analysis (CTCA)
• Centre on Values and Ethics (COVE)
• Geomatics and Cartographic Research Centre (GCRC)
• Max and Tessie Zelikovitz Centre for Jewish Studies
• Ottawa Medical Physics Institute (OMPI)
• Ottawa-Carleton Bridge Research Institute (OCBRI)
• Real Time and Distributed Systems Group (RADS)
• The Centre for Research on Health: Science, Technology and Policy
• Visualization and Simulation Centre (VSIM)
35
Staffing and Students
The University has
4,260 Administrative Staff members,
17.413 Undergraduate Students
3,768 Postgraduate Students
Faculty of Engineering and Applied Science
From unparalleled undergraduate programs to field-leading research, the Faculty of Engineering and Applied Science at Queen’s equips
leaders and experts with the knowledge, skills and resources to make things work in all our daily lives. Academic Units include:
• Chemical Engineering
• Civil Engineering
• Computer Engineering
• Electrical Engineering
• Engineering Chemistry
• Engineering Physics
• Geological Engineering
• Mathematics and Engineering
• Mechanical Engineering
• Mining Engineering
WebPresence
http://carleton.ca/
https://en.wikipedia.org/wiki/Carleton_University#Engineering_and_Design
36
iii. Queens University at Kingston, Ontario
Description
Queen's University is a public research university located in Kingston, Ontario, Canada. Founded on 16 October 1841 via a royal charter
issued by Queen Victoria, the university predates the founding of Canada by 26 years. Queen's holds more than 1,400 hectares (3,500
acres) of land throughout Ontario and owns Herstmonceux Castle in East Sussex, England. Queen's is organized into ten undergraduate,
graduate and professional faculties and schools.
Queen's is a co-educational university, with more than 23,000 students, and with over 131,000 living alumni worldwide. Notable alumni
include government officials, academics, business leaders and 56 Rhodes Scholars. The university was ranked 4th in Canada by Maclean's
University Ranking Guide for 2015, 206th in the 2015–2016 QS World University Rankings, 251–300th in the 2015–2016 Times Higher
Education World University Rankings, and 201–300 in the 2015 Academic Ranking of World Universities.
Research
In Research Infosource's 2011 ranking of Canada's 50 top research universities, Queen's ranked 11th, with sponsored research income of
$197.016 million. With an average of $237,900 per faculty member, Queen's ranked Canada's sixth most research-intensive university. The
federal government is the largest funding source, providing 49.8 percent of Queen's research budget, primarily through grants. Corporations
contribute another 26.3 percent of the research budget. In terms of research performance, High Impact Universities 2010 ranked Queen's
185th out of 500 universities. The Higher Education Evaluation and Accreditation Council of Taiwan (HEEACT), an organization which
evaluates universities based on the performance of scientific papers, ranked Queen's 272nd.
The university operates six research centres and institutes, the Centre for Neuroscience Studies, GeoEngeering Centre, High Performance
Computing Virtual Laboratory, Human Mobility Research Centre, Sudbury Neutrino Observatory Institute, and the Southern African Research
Centre. The Sudbury Neutrino Observatory's director, Arthur B. McDonald, is a member of the university's physics department. The
observatory managed the SNO experiment, which demonstrated that the solution to the solar neutrino problem was that neutrinos change
flavour (type) as they propagate through the Sun. The SNO experiment proved that a non-zero mass neutrino exists. This was a major
breakthrough in cosmology. A research paper published on 17 October 2013 has offered new perspectives on the star death. These
astronomers believe that "the brightest exploding stars, called super-luminous supernovae, are powered by magnetars—small and incredibly
dense neutron stars, with gigantic magnetic fields. In October 2015, Arthur B. McDonald and Takaaki Kajita (University of Tokyo) jointly
received the Nobel Prize in Physics for illustration of neutrino change identities and identification of mass. This is the first Nobel Prize
awarded to a Queen's University researcher. In 1976 urologist Alvaro Morales, along with his colleagues, developed the first clinically
effective immunotherapy for cancer by adapting the Bacille Calmette-Guérin tuberculosis vaccine for treatment of early stage bladder cancer.
Queen's University has a joint venture with McGill University, operating an academic publishing house known as the McGill-Queen's
University Press. It publishes original peer-reviewed and books in all areas of the social sciences and humanities. While the press's
emphasis is on providing an outlet for Canadian authors and scholarship, the press also publishes authors throughout the world. The press
has over 2,800 books in print. The publishing house was known as the McGill University Press in 1963 prior to it amalgamating with Queen's
in 1969.
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Our commitment to research excellence is evident in the many exceptional national and international accolades awarded to our researchers,
most recently...
A Nobel Prize in Physics
On December 10, 2015, Queen’s Professor Emeritus Dr. Arthur B. McDonald was awarded the 2015 Nobel Prize in Physics – with corecipient Takaaki Kajita of Japan – in Stockholm, Sweden.
Staffing and Students
The University has
3,925 Academic Staff members,
16,339 Undergraduate Students
4,318 Postgraduate Students
Useful statistics
percentage of international students make up 4.8% of the incoming class (2014/15)
average entering grade of incoming undergraduate students in 2014 is 88.4%
58% of first-year undergraduate students are female
(2014/15)
87.8%: represents the proportion of students who graduate - #1 in Canada! (Maclean's 2016 Rankings)
Faculty of Engineering Mission
The Faculty of Engineering provides its graduates with top quality education in engineering and computer science, preparing them to practice
their professions competently to meet the ever-changing needs of society, and to continue learning their discipline, allowing them to move
into other related fields including business, law and medicine.
Excellence and diversity in research are essential to our mission and build on our strong collaboration with industry and government research
laboratories.
Faculty of Engineering Academic Units
Queen’s engineers take pride in an enduring tradition of achievement, both academically and in extracurricular pursuits, that have an impact
on the world around them. In an atmosphere of collaboration, not competition, this dual focus has helped make Queen’s Faculty of
Engineering and Applied Science an international leader in engineering education. All entering engineering students take a common first
year, which exposes them to the full range of engineering disciplines. The Engineering and Applied Science Departments include:
•Chemical Engineering
•Civil Engineering,
•Electrical and Computer Engineering,
•Mechanical and Materials Engineering,
•Mining.
WebPresence
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https://en.wikipedia.org/wiki/Queen%27s_University
http://www.queensu.ca/
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iv. Royal Military College, Kingston, Ontario
Description
The Royal Military College of Canada (French: Collège militaire royal du Canada), commonly abbreviated as RMCC or RMC, is the military
college of the Canadian Armed Forces, and is a degree-granting university training military officers. RMC was established in 1876 and is the
only federal institution in Canada with degree-granting powers. The Royal Military College of Canada Degrees Act, 1959 empowers the
college to confer degrees in arts, science, and engineering. Programs are offered at the undergraduate and graduate levels both on campus
as well as through the College's distance learning programme via the Division of Continuing Studies.
RMC is responsible to:
• Provide a university education in both official languages in appropriate disciplines designed on a broad base to meet the unique
needs of the Canadian Armed Forces
• Develop qualities of leadership in officer cadets
• Develop the ability to communicate in both official languages for officer cadets
• Develop a high standard of physical fitness
• Stimulate an awareness of the ethic of the military profession
• Conduct research activities in support of RMC and to meet the needs of Defence Research Agencies
Mission statement
The Royal Military College of Canada, prepares officer-cadets for a career in the profession of arms and continues the development of other
Canadian Armed Forces members and civilians with interest in defence issues. RMC provides programs and courses of higher education
and professional development to meet the needs of the Canadian Armed Forces and the Department of National Defence
Undergraduate Programs
RMC offers 19 undergraduate programs in Arts, Science and Engineering. RMC offers 34 graduate studies opportunities, including 14
doctorates. In addition to the Faculty (university) of Arts, Engineering, and Science, the Division of Continuing Studies offers undergraduate
and graduate level programs including the “Officer Professional Military Education" program (OPME). The Department of Applied Military
Science (AMS) offers a graduate level program - the Land Force Technical Staff Programme (LFTSP) and an undergraduate/community
college level program - the Army Technical Warrant Officer's Programme.
All undergraduate students are required to complete the core curriculum, which is designed to provide a balanced liberal arts, science, and
military education. The Core Curriculum consists of Economics, Psychology, Mathematics, English, Calculus, Military history of Canada,
Chemistry, Canadian History, Physics and Civics.
Cadets can choose to specialize in Aeronautical Engineering, Chemical Engineering, Computer Engineering (hardware or software streams),
Civil Engineering, Electrical Engineering and Mechanical Engineering. Engineers provide support to deployed operations and domestic
installations. RMC was the first college in Canada to train engineers.
Physics, Chemistry, Computer Science, Mathematics and Space Science are offered by the Faculty of Science. The Faculty of Science, in
conjunction with the Faculty of Arts, also offers three joint honours degrees: Computer Science and Business Administration, Chemistry and
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Psychology, and Space Science and Military and Strategic Studies. The science programs are relevant to occupations in both the Canadian
Armed Forces and the civilian sector.
Research
RMC has a number of engineering related research areas, some of which include:
• Active Carbon Research Group,
• Air-Independent Life Support Systems,
• Air-Independent Propulsion,
• Analytical Sciences Group and SLOWPOKE-2 Facility at RMC,
• Canadian Automatic Small Telescopes for Orbital Research (CASTOR)
• Center for Space Research,
• Characterization of Radiation Fields and Dosimetric Implications at Jet Aircraft Altitudes,
• Chemical Thermodynamics of Materials,
• Electrochemical Power Sources,
• Environmental Remote Sensing Lab,
• Environmental Sciences Group,
• Fission Product Behaviour,
• Light Source Analysis Facility,
• Neutron Activation Analysis,
• Neutron Radiography,
• Organometallic Chemistry,
• Photodynamic Therapy Studies Group,
• Radiation Effects on Polymers and Radiation Processing,
• Thermal Properties of Solids
Staffing and Students
The College has
200 Administrative Staff members,
1,160 Full time Undergraduate Students
990 Part time Undergraduate Students
300 Full Time Postgraduate Students
Mission
The mission of the Royal Military College of Canada (RMCC) is to produce officers with the mental, physical and linguistic capabilities and
the ethical foundation required to lead with distinction in the Canadian Armed Forces (CAF). To accomplish this mission, RMCC delivers
undergraduate academic programmes, together with a range of complementary programmes. These programmes are offered in both official
languages. As Canada’s military university, RMCC also provides undergraduate and post-graduate programmes, and professional
development education, both on campus and at a distance, to meet the needs of other members of the CAF and the Department of National
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Defence (DND). As a national institution, RMCC endeavours to share its knowledge with civilians with interest in defence issues. RMCC
encourages research appropriate to a modern university and seeks out research opportunities that support the profession of arms.
Faculty of Engineering Academic Units
• Aeronautical Engineering
• Chemistry & Chemical Engineering
• Civil Engineering
• Electrical Engineering and Computer Engineering
• Mechanical Engineering
WebPresence
https://en.wikipedia.org/wiki/Royal_Military_College_of_Canada http://www.rmcc-cmrc.ca/en
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v. Algonquin College
Description
Algonquin College of Applied Arts and Technology is a publicly funded English-language college and member of Polytechnics Canada
located in Ottawa, Ontario, Canada. The college serves the National Capital Region and the outlying areas of Eastern Ontario, Western
Quebec, and Upstate New York. The college has three campuses; a primary campus located in Ottawa, Ontario, and secondary campuses
located in Perth, Ontario, and Pembroke, Ontario.
Algonquin's focus is on technology and workplace needs. It has always been imperative for Algonquin to stay ahead of emerging trends.
There are over 16,000 full-time students in more than 180 programs. There are 155 Ontario college programs, 18 apprenticeship programs,
16 co-op programs, 3 collaborative degree programs and 5 bachelor's degree programs.
Algonquin offers the following bachelor's degree programs:
• Bachelor of Applied Arts (Interior Design);
• Bachelor of Applied Business (eBusiness Supply Chain Management);
• Bachelor of Applied Business (Hospitality and Tourism Management);
• Bachelor of Applied Technology (Photonics); and
• Bachelor of Building Science.
Mission
To transform hopes and dreams into skills and knowledge, leading to lifelong career success.
Vision
To be a global leader in digitally-connected applied education and training.
Staffing and Students
The College has
1,151 Administrative Staff members,
19,000 Full Time Students
37,000 Part Time Students
Faculty of Technology and Trades
• School of Advanced Technology
• Algonquin Centre for Construction Excellence
WebPresence
http://www.algonquincollege.com/about/
https://en.wikipedia.org/wiki/Algonquin_College
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Appendix E
WHY OTTAWA?
A presentation titled “Why Ottawa”, prepared by Invest Ottawa. It provides a comprehensive
overview of why technology companies should invest in the Ottawa High Technology Sector. It
supports the Profile in Appendix D.
The file is not attached but can be found here:
http://investottawa.ca/why-ottawa/
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Appendix C to CO(16)26
23 May 2016
Council
Future and Current Strategy Working Party
Minutes of Meeting Teleconference 10 May 2016
Attendees
Frank Lewis (Chairman)
Alice Chan (Deputy Chairman)
David Crawford
Eloisa de la Maza (staff)
Michele Fiorini
Frank Johnson
Edwin Morton
Charlie Thomason (staff)
Updates
1. FCS Working Party are reminded that papers are be finalised before 3rd of June.
Attracting and retaining members
2. Edwin advised that he has been in contact with Alex Taylor and the CC-America. Edwin will be
reviewing comments and finalise the paper with a call for further action and seek approval from
Council for submission to the BoT
3. Edwin further commented that the MPD report on losses in membership endorses the perspective
presented in the paper.
Action: Edwin to finalise paper and submit to the working party for review prior to submission to
Council.
Volunteer Support
4. Brief discussion on progress of the paper. The paper proposes a fee exemption concept and Soren
has requested for some figures to be included in the paper.
Action: Charlie to provide the statistics for due-exemption by membership
Action: Soren to finalise paper and submit to the working party for review prior to submission to
Council.
5. Charlie advised that the proposed concept may not necessarily be aligned to the current strategic
KPIs for younger members.
Making IET the source of expert knowledge
6. The working party agreed that the paper should be kept at a high level. It was also agreed that the
paper should be presented to Council with a proposal for the paper to be reviewed by the appropriate
Board for further development.
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The need for more TPNs
7. The paper is be summarised and presented to Council with the view that the paper shall be reviewed
by the appropriate Board for further development.
Meeting closed 1pm UK time.
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