ENGINEERS IRELAND STRATEGY 2017-2020
A COMMUNITY OF CREATIVE PROFESSIONALS DELIVERING SOLUTIONS FOR SOCIETY
engineersireland.ie
ENGINEERS IRELAND STRATEGY 2017-2020
ABOUT ENGINEERS IRELAND
3
FOREWORD BY PRESIDENT AND DIRECTOR GENERAL 4
STRATEGY 2017-2020 VISION, MISSION AND VALUES 5
STRATEGIC GOALS AND CONSULTATION STAKEHOLDERS
6
OUR AIM
7
STRATEGIC GOALS
8
Strategic Goal 1 Strategic Goal 2
Strategic Goal 3 Strategic Goal 4
Strategic Goal 5
9
10
11
12
13
STRATEGY IMPLEMENTATION
14
STRATEGY SUMMARY
15
2 | STRATEGY 2017- 2020
ABOUT ENGINEERS IRELAND
ENGINEERS
IRELAND
With over 23,000 members from every discipline of engineering,
Engineers Ireland is the voice of the engineering profession in
Ireland.
Engineers Ireland was established in 1835 and received its
Royal Charter in 1877, making us one of the oldest and largest
professional bodies in Ireland. Members come from every
discipline of engineering, and range from engineering students to
fellows of the profession.
Our responsibility is to:
• Promote knowledge of engineering
• Establish and maintain standards of professional engineering and
engineering education
• Provide opportunities for Continuing Professional Development
(CPD)
• Maintain standards of professional ethics and conduct
• Ensure that professional titles are granted to qualified candidates
• Act as the authoritative voice of the engineering profession in
Ireland
Engineers Ireland is governed by the provisions of Byelaws
and a Code of Ethics which are implemented by a Council of
members and an Executive Board. The Council comprises of
elected members of Engineers Ireland representing the regional
and divisional spread of the organisation. The Executive Board is
appointed by Council to govern Engineers Ireland on their behalf.
STRATEGY 2017- 2020 | 3
FOREWORD BY PRESIDENT AND DIRECTOR GENERAL
FOREWORD
BY PRESIDENT
AND DIRECTOR
GENERAL
Engineers Ireland plays a vital role in improving the standards
of engineering practice in Ireland. We are responsible for
accreditation of programmes of engineering education, setting
standards for practicing engineers, for supporting engineers in
achieving and exceeding those standards and for inspiring future
generations of engineers. We do this through a vibrant community
of engineers and stakeholders who include our 23,000 members,
industry partners, academia and policy makers.
We have changed a lot in the past 180 years and we continue
to adapt to ensure we maintain our relevance to the profession,
to society and to the economy. We will need to continue to change
to meet an increasingly challenging external environment. This
document explains how we intend to do that and how we aim to
Dermot Byrne
President,
Engineers Ireland
4 | STRATEGY 2017- 2020
realise our three key themes of growth, relevance and impact,
that we believe will define our future success. Engineers Ireland
Strategy 2017 – 2020 sets out our vision, strategic objectives and
key deliverables to be pursued. It details a careful approach to
expansion with initiatives and actions that will drive an increase in
our membership including engineering students, across the island
of Ireland and abroad.
Achievement of this objective will result in the greatest
expansion ever achieved in any three year period by the
organisation. The associated effect will improve our relevance,
influence, diversity, service offering and impact.
This strategic plan has been arrived at through an in-depth
consultation process involving our Council, Executive Board, staff,
members and important stakeholders which helped us to test and
refine our ideas. We express our sincere thanks to all of those
who contributed to the development of a new vision for Engineers
Ireland.
While our organisation adapts to the complex world around
us, some things won’t change. We will maintain our commitment
to supporting and celebrating the dedication of our volunteer
members who make an invaluable contribution to their profession.
We will also continue to work hard to retain the confidence
of industry, academia, the media, government, the public and
all the organisations we work with. It’s only by working together
in collaboration with the engineering profession and industry
partners that we will be able to achieve our ambition to improve
society and encourage and educate future generations of
engineers.
Caroline Spillane
Director General,
Engineers Ireland
STRATEGY 2017-2020 VISION, MISSION AND VALUES
VISION
NEW VISION
Engineers Ireland: a community of creative professionals delivering
solutions for society.
Our new vision statement is intended to guide and inspire Engineers Ireland into the
future. It results from considerable consultation with diverse stakeholder groups and
encapsulates a range of key themes that we believe will define our future success.
MISSION
OUR MISSION
STATEMENT
Engineers Ireland is an organisation that enables the engineering
community to progress their professional development, make
an impact on society and encourage and educate the future
generations of engineers.
VALUES
OUR VALUES
Engineers Ireland Council placed a significant focus on developing a set of values
to apply to our wide network of volunteer members and our staff. These represent a
commitment to ensure that all our activities are underpinned by four core values:
Progressive
We constantly innovate
and apply new
approaches for the
benefit of all
Trustworthy
We always act with
integrity in our
dealings with all
stakeholders
Community
We encourage
participation and team
work
Excellence
We are committed
to excellence in
everything that we do
STRATEGY 2017- 2020 | 5
STRATEGIC GOALS AND CONSULTATION STAKEHOLDERS
STRATEGIC
GOALS
CONSULTATION
STAKEHOLDERS
Five core goals are central to our day-to-day work and their
achievement is central to the realisation of our overall vision and
mission. The goals, detailed below, highlight how we will maintain
and improve the quality of our core services and functions and meet
the significant new challenges we are likely to face over the next
three years.
In preparation of this strategy, the senior management team
consulted with a wide range of stakeholders, including:
uild the profile and enhance
B
the status and reputation of the
engineering profession. Continue
to advance Engineers Ireland as
its leading expert voice
Representatives of the civil and public service as
well as state bodies including Enterprise Ireland,
IDA Ireland and Science Foundation Ireland
Business leaders in key sectors
including construction, energy,
life sciences and manufacturing
upport and grow our
S
membership and collaborate with
them to enable their professional
progression both in Ireland
and abroad. Encourage and
educate the future generations of
engineers
nsure the standard and
E
competence of our members is
regarded as world class. This will
be supported by implementing our
CPD policy
upport and develop our people
S
through developing a culture
of leadership, learning and
performance excellence
aintain the financial integrity of
M
Engineers Ireland and develop
high performing systems and
processes focused on our
members
6 | STRATEGY 2017- 2020
Partners in academia
Engineers
Ireland staff
Members of
Engineers Ireland
Representatives of
the Regional
branches, Engineering
divisions and Societies
The Council and Executive
Board of Engineers Ireland
Representatives of similar organisations
such as the IAE, ACEI and representative
bodies including the CIF and IBEC
OUR AIM
OUR AIM
GROWTH
Engineers Ireland Strategy 2017 – 2020 is intended to guide and
inspire the organisation into the future. It results from considerable
consultation with diverse stakeholder groups. Arising from this
consultation we have chosen three key themes of growth, relevance
and impact that we believe will define our future success. At all
times, our choices are supported by a commitment to excellence in
all areas of our work and to robust governance and strong financial
controls.
• Grow the number of students and members in our core
membership sectors
• Develop and implement sectoral growth strategies to broaden
and increase our membership base in the priority sectors of
Agri-Food, Energy and Environment, Life Sciences (Chemical,
Process and Biomedical), Manufacturing and ICT
• Increase diversity in the engineering profession and in our
membership
We have a vibrant community of members and volunteers in
Ireland and overseas and a wide range of partners whose effort,
expertise and influence significantly increase our reach and impact.
Their expertise, support and collaboration is vital to the success of
our strategy. Our key relationships are with:
• Members of the engineering profession
• Engineering students, educators and researchers
• Employers of engineers and engineers in leadership roles across
all sectors
• Government and policy makers
• Membership and representative organisations with whom we
have a shared agenda
One of the distinguishing features of Engineers Ireland is the
commitment by our members to take a long term perspective and a
willingness to balance short term needs with long term objectives.
For this reason, our strategy contains a range of actions, the
impact of which will only be realised beyond the timeframe of this
strategy. These include our initiatives delivered through the STEPS
programme, which encourages primary and post-primary students
to explore the world of STEM while also promoting engineering as
a career choice; the continued deepening engagement with new
engineering students and our communications work to increase
public awareness and appreciation of the role of engineering in
society.
RELEVANCE
• Build the reputation of Engineers Ireland as a trusted,
progressive voice, taking a leadership role nationally in
relation to a range of issues linked with engineering in Ireland
• Sustain our world-leading competency standards for the
engineering profession and facilitate international mobility
• Deliver a comprehensive, progressive, member focussed CPD
service and be the partner of choice for CPD in engineering
• Increase the levels of member and public engagement in our
work
IMPACT
• Increase membership by 2020, achieved through the
consolidation and diversification of member pipelines
• Increase the number of student members through
engagement and the development of mutually beneficial
relationships with schools of engineering
• Strengthen membership retention levels through the delivery
of an enhanced value proposition
• Achieve annual income, expenditure, operating surplus, and
capex targets
STRATEGY 2017- 2020 | 7
STRATEGIC GOALS
8 | STRATEGY 2017- 2020
STRATEGIC GOALS
STRATEGIC
GOAL 1
B
uild the profile and enhance the status and
reputation of the engineering profession.
Continue to advance Engineers Ireland as its
leading expert voice.
Having a strong, independent, national voice that influences
public policy and builds and maintains a strong reputation for the
engineering profession, will continue to be a distinctive feature
of our work. Strategically managed communications is central
to building a vibrant community of engaged and active members.
Clear, relevant communication, based on member feedback,
should empower our members and drive them to be confident
advocates for their profession and improve their participation in our
events and initiatives. Good communication - working to advance
our shared agenda with government and the community - can
affect real change and in the process it will help to build genuine
understanding and appreciation of our sector.
OBJECTIVES
1. Build the profile of Engineers Ireland as the progressive, forwardthinking authority and relevant voice in relation to a range of
priority issues linked with engineering in Ireland
2. Increase member and public engagement in our work
3. Deliver a coherent and viable marketing strategy for Engineers
Ireland to deliver membership growth and diversification to 2020
OUTCOMES
WHAT WILL SUCCESS LOOK LIKE?
• Greater recognition for Engineers Ireland’s work by longstanding,
new and potential members
• Engineers Ireland’s position and views on issues pertinent
to society are more widely reflected throughout the media
(traditional and social)
• Engineers Ireland has a strategic role in influencing policy
formulation
• There is an increase in the propensity to support the organisation
i.e. become a member, renew, re-join, engage as a volunteer,
undertake CPD
• There is an increase in business growth through improved
relations with our sponsors
• Our volunteer and member satisfaction surveys show an increase
in positive results
LONG TERM
• There is more public appreciation of the role of engineering
in our society
• More young women have a favourable view of engineering
courses
IMPACT
HOW WILL WE MEASURE OUR EFFECTIVENESS?
•
•
•
•
•
Survey activity of members and the public
Incorporation of our perspective in Irish public policy
Web analytics, media analysis and social media statistics
Diversity of membership
Sponsorship growth
STRATEGY 2017- 2020 | 9
STRATEGIC GOALS
STRATEGIC
GOAL 2
S
upport and grow our membership and
collaborate with them to enable their
professional progression both in Ireland and
abroad. Encourage and educate the future
generations of engineers.
OUTCOMES
WHAT WILL SUCCESS LOOK LIKE?
• Excellence in support of our members throughout every stage of
their career
• Successful implementation of sectoral strategies to increase
membership in priority high growth sectors
• Continue to be recognised as a world leading accreditor of
engineering programmes
• In collaboration with colleagues, build the position of Engineers
Ireland as the leading facilitator of national networks and as the
creator of linkages between our members, employers, students
and schools of engineering
• Improved awareness of the importance of achieving a registered
professional title from Engineers Ireland
Engineering as a profession is changing rapidly. Today’s
engineers work with a wide range of technologies, operate in global
teams and are valued as innovators, technical experts and as
business leaders.
IMPACT
The primary focus of any membership body is its members and
for the Membership Team, customer centricity will continue to be
at the heart of all activity. We work to deliver value to our members
by supporting their career development at all stages from students
and recent graduates to senior engineers and CEOs. Our goal is to
align our offer, to current and future members, and to support their
career progression by ensuring that they are equipped to benefit
from all the opportunities that a career in engineering brings.
• Increase membership through the consolidation and
diversification of new member pipelines
• Increase the number of student members through engagement
and the development of mutually beneficial relationships with
schools of engineering
• Increase the number of members in priority sectors through the
implementation of a plan of action for each target sector
• Increase membership retention level through the delivery of an
enhanced value proposition
• Growth in the number of our members who achieve either
Fellow, Chartered Engineer, Associate Engineer or Engineering
Technician registered titles
• Maintain our membership of the Washington Accord
• Maintain accreditation of our third level programmes
OBJECTIVES
1. Provide support to our members through all stages of their
career
2. Develop and implement sectoral strategies to increase
membership in priority high growth sectors
3. Build on the leading position of Engineers Ireland as an
accreditor of engineering programmes, a facilitator of national
and international networks and the creator of linkages between
our students, members, employers (in the public and private
sector) and the schools of engineering
10 | STRATEGY 2017- 2020
HOW WILL WE MEASURE OUR EFFECTIVENESS?
STRATEGIC GOALS
STRATEGIC
GOAL 3
E
nsure the standard and competence of our
members is regarded as world class. This will
be supported by implementing our CPD Policy.
The CPD Team has ambitious plans to build greater relevance
for all members by growing and diversifying the suite of training
and development offerings to the engineering community over the
next three years. We will support the professional development
of our members with focused, relevant and cost-effective
training and development and continue to build and develop our
range of partnerships, with a key focus on priority sectors. We
will implement our CPD Policy, which requires our members to
maintain their professional competence. In collaboration with our
partners, we will also look to substantially increase the awareness
of engineering as a career through the STEPS programme.
OBJECTIVES
1. Deliver a comprehensive, effective CPD Policy and supporting tool
for members
2. Deliver a core programme of quality CPD Events and expand and
diversify the range of CPD training offerings
3. Consolidate the CPD Accredited Employer standard as a ‘must
have’ accreditation for engineering employers
4. Establish Engineers Ireland as the CPD partner of choice for key
engineering employers
5. Harness linkages with key industry partners to scale and
segment training products
6. In collaboration with industry partners, Science Foundation
Ireland’s (SFI) Smart Futures Programme and the Department
of Education and Skills, substantially increase awareness of
engineering as a career and influence school students, through
the STEPS programme and initiatives such as Engineers Week, to
choose STEM programmes at third level
7. Examine the potential for Statutory Registration of the profession
OUTCOMES
WHAT WILL SUCCESS LOOK LIKE?
• Engineers Ireland members have confidence they will meet world
leading standards for professional practice
• Members know their CPD equips them with good insights into
contemporary issues affecting their sector and profession
• Engineers Ireland is recognised by employers as the partner
of choice for the delivery of learning and development for their
engineers
• Greater recognition of the opportunities a career in engineering
offers among students and their teachers and other key
influencers
• Support, retain and grow our volunteer community
• Clarity on the position of the organisation in respect of Statutory
Registration
IMPACT
HOW WILL WE MEASURE OUR EFFECTIVENESS?
• Launch, manage and develop the CPD Policy for non-student
members
• Continual client satisfaction score increase with My CPD
• Delivery of new training programmes and engagement with new
accredited employers by 2020
• Increase the in-company training offering
• Redevelop and deliver an annual best practice CPD event
• Delivery of a highly regarded CPD Employer of the Year
Excellence Award competition in 2017 and 2019 with an
alternative path to same in 2018 and 2020
• Retention of our ‘Investing in Volunteers’ standard
• Evaluate reach and impact of the STEPS programme
• Policy on Statutory Registration agreed by Council
STRATEGY 2017- 2020 | 11
STRATEGIC GOALS
STRATEGIC
GOAL 4
S
upport and develop our people through
developing a culture of leadership, learning
and performance excellence.
The delivery of the strategy requires an organisation that is
skilled, motivated and adaptable. We have a high performing
organisation; however, it is a challenge for small organisations
such as Engineers Ireland to retain key marketable talent. We are
committed to having a culture that supports employee learning and
development and is recognised for its performance excellence.
In the new strategy we have emphasised our values and there
will be a major focus on embedding the values in our culture and
performance management system. Embedding our new values
at an individual, team and organisational level will be a core
component of our strategy.
OBJECTIVES
1. Ensure that an effective system of governance and control
operates within the organisation
2. Ensure that the organisation is structured to deliver the goals of
the strategy and that our skills mix is aligned with our business
requirements
3. Attract, retain and develop core skills, knowledge and attitudes
within our teams to achieve the strategy in a manner consistent
with our core values
4. Ensure that we have a performance management system and
competence framework, underpinned by systems and processes
that supports our strategic goals
5. Focus on employee engagement by creating a strong linkage
between performance and reward, supported by our values. We
will align benefits with employee and business needs
6. Support the leadership team to drive a high performance culture
to deliver our strategic goals and be role models in bringing
Engineers Ireland’s vision, mission and values to life
12 | STRATEGY 2017- 2020
OUTCOMES
WHAT WILL SUCCESS LOOK LIKE?
Ensure the appropriate structures, systems and resources are
in place to support the delivery of the strategy. These include:
• A framework of policies and procedures to support good
governance
• Fit for purpose organisational structure
• Attraction, recruitment, development and retention of key talent
IMPACT
HOW WILL WE MEASURE OUR EFFECTIVENESS?
• The effectiveness of our system of governance will be measured
through audit, risk and reporting processes
• Embedding of our values at an individual, team and
organisational level
• Employee retention
• Employee engagement
• Delivery of our strategy over the 3 year period
STRATEGIC GOALS
STRATEGIC
GOAL 5
M
aintain the financial integrity of Engineers
Ireland and develop high performing systems
and processes focused on our members.
We will ensure the effective alignment of resources, people and
culture to produce reliable, sustainable business results. Our IT
services provide secure, leading-edge systems to support members
and staff deliver our corporate goals and services. During the
recession, the investment in aspects of IT and facilities was reduced
and costs were closely managed. As a consequence, we have a
number of areas where investment is now required.
OBJECTIVES
1. Maintain our financial integrity and deliver value for money
2. Develop and maintain a sustainable business model
3. Focus on organisational capability, with an emphasis on business
process improvement
OUTCOMES
WHAT WILL SUCCESS LOOK LIKE?
• Operational cost reduction through, for example, greater use
of information systems and collaborative working with partner
organisations
• High-performance, proactive contract management
• Diversified revenue streams
• Clear understanding about our longer-term financial needs and
higher levels of transparency, accountability and demonstration
of value for money
• A business process improvement culture is established across
the organisation to facilitate communication, training and
implementation of business process improvement initiatives
• Our member-user experience is enhanced by systematically
collecting service related data
• Confidence that our business systems and processes are fit for
purpose and are complied with
IMPACT
HOW WILL WE MEASURE OUR EFFECTIVENESS?
• Agreed percentage of diversification of revenue targets achieved
• Achieve annual income, expenditure, operating surplus, and
capex targets
• Percentage reduction in key contract spends agreed under a
Procurement Strategy
• Reporting of operational and system improvements
• Data on quality processes to form the basis for business process
improvement initiatives
• External accreditation of our processes attained, commencing
with our finance and operations (membership) processes
STRATEGY 2017- 2020 | 13
STRATEGY IMPLEMENTATION
STRATEGY
IMPLEMENTATION
Engineers Ireland will translate our strategy into organisational
action to achieve our five strategic goals and associated objectives.
We will use the implementation process to develop, utilise and
amalgamate organisational structure, control systems and culture
to follow strategies that will give us a competitive advantage and
support better performance.
ORGANISATIONAL STRUCTURE
We will continue the process of restructuring the organisation
to ensure it supports the realisation of our strategic goals. This
will involve the determination of resources (including financial and
personnel) required to deliver on our objectives while maximising
efficiency, quality, and member satisfaction. It will also involve
ensuring close alignment with our Sectors (Regional branches,
Engineering divisions and Societies) to ensure the objectives of the
strategy are realised through our members and their specialist
activities and that we are using their feedback to refine and revise
our work.
CONTROL SYSTEMS
An organisational control system is also required. This will be
achieved in a number of ways, including through the development
of annual business plans and annual budget to be tabled for
consideration by the organisation’s Finance Committee. Quarterly
reporting to the Executive Board and Council on agreed metrics
will also be continued and this will allow us to test, evaluate and
refine our assumptions and recommend investment decisions
based on performance and opportunities. A mid-term review at
18 months has been built into our planning framework which will
enable refinement and revision.
ORGANISATIONAL CULTURE
An important part of our strategic planning process has
been the identification of four key values for the organisation:
Progressive, Community, Trustworthy and Excellence and the
development of a common understanding of our vision and mission.
Developing a culture that supports and enables the delivery of
our strategy is of critical importance. We will focus on improved
communication and engagement with our members, our Sectors
and staff. We will celebrate achievements and milestones and we
will evaluate and measure effectiveness through such means as
surveys, focused discussions and workshops.
14 | STRATEGY 2017- 2020
STRATEGY SUMMARY
OUR VISION
OUR MISSION
Engineers Ireland: a community of creative professionals
delivering solutions for society
Engineers Ireland is an organisation that enables the
engineering community to progress their professional
development, make an impact on society and encourage and
educate the future generations of engineers
RELEVANCE
GROWTH
IMPACT
OUR
OUTCOMES &
DELIVERABLES
• Authoritative voice
• Impact on national issues
• Leading competency
standard
• Member and public
engagement
• Increase growth rate
• Strengthen core member
base
• Sectoral strategies
• Focus on diversity
• Increased membership
• Increased student members
• Increased member
satisfaction
• Increased income
OUR CORE
ACTIVITIES
• Research and policy activity
• Public affairs outreach with
Oireachtas Members
• Public engagement and
events – e.g. Engineers
Week
• Proactive media relations
and campaigns
• ICT, digital communication,
website and social media
• Marketing strategy –
including members, growth
sectors, students and
corporate partners
• Brand development,
sponsorships and
partnerships
• Engineers Ireland
Headquarters
• Consolidate and build our
core member base
• Rigorous investment in
member pipeline
• Accreditation of engineering
programmes
• Student and graduate value
offerings
• Sectoral growth strategies
• Support Sectors (incl.
international regions)
• Academia and industry
networks
• Support and facilitate
employability
• Renewed focus on
Technicians and
Apprentices
• CPD Policy
• CPD core programme and
regional offerings
• Industry partnership for
scale and segmentation
• CPD Accredited Employer
standard
• STEM diversity and STEPS
programme
• Professional standards and
ethics
• Registered professional
titles and regulation
• International agreements
• Recognising excellence
through annual awards
OUR
STRATEGIC
GOALS
Build the profile and
enhance the status and
reputation of the engineering
profession. Continue to
advance Engineers Ireland as
its leading expert voice
Support and grow our
membership and collaborate
with them to enable their
professional progression
both in Ireland and abroad.
Encourage and educate
the future generations of
engineers
Ensure the standard and
competence of our members
is regarded as world class.
This will be supported by
implementing our CPD Policy
STRATEGIC
GOALS
(INTERNAL
ENABLERS)
STRONG GOVERNANCE
We will demonstrate that
our Governance framework is
effective and robust
LEADERSHIP CULTURE
We will support and
develop our people through
developing a culture of
leadership, learning and
performance excellence
FINANCIAL CONTROL AND
PERFORMANCE DELIVERY
We will maintain the
financial integrity of Engineers
Ireland and develop high
performing systems and
processes focused on our
members
OUR VALUES: PROGRESSIVE. COMMUNITY. TRUSTWORTHY. EXCELLENCE.
STRATEGY 2017- 2020 | 15
Engineers Ireland,
22 Clyde Road,
Ballsbridge,
Dublin 4,
Ireland.
D04 R3N2
Tel: +353 (0)1 665 1300
Engineersireland.ie
Published: December 2016