PEI Handbook · Web viewAppendix 2 – Refresher Courses for FE and PE Exam This Appendix explains...

National Society of Professional Engineers Professional Engineers in Industry (PEI)1420 King StreetAlexandria, VA 22314http://www.nspe.org/[email protected]

PEI Handbook

Prepared by PEI

2006-2007 Edition

mailto:[email protected]

http://www.nspe.org/pei

Table of Contents

Table of Contents.....................................................................................................2

Document History....................................................................................................4

Introduction.............................................................................................................5

About PEI................................................................................................................6

Vision Statement......................................................................................................7

Mission Statement....................................................................................................8

Strategic Goals.........................................................................................................9

Value to Members..................................................................................................10

Value to NSPE.......................................................................................................11

History....................................................................................................................12

Governance Structure............................................................................................15

Position Descriptions..............................................................................................17PEI Chairman......................................................................................................17

PEI Chairman-Elect.............................................................................................21

PEI Secretary.......................................................................................................24

PEI Past Chairman..............................................................................................26

PEI Regional Vice Chairman...............................................................................28

PEI YEAC Chairman..........................................................................................32

PEI Staff Manager...............................................................................................34

PEI Project Manager...........................................................................................35

State and Chapter PEI Chairman....................................................................................37

Project Descriptions................................................................................................38New Product Award (NPA).................................................................................40

Young Engineers Group (YEAC)........................................................................41

Scholarship (SCHOL)..........................................................................................41

Products & Services Development Committee (P&SDC)...................................41

Computer and Software Engineering TF (CSWTF)...........................................41

Sustaining Sponsor (SS).......................................................................................41

PEI Interest Income (INT INC)...........................................................................41

Voluntary Dues Check off (VOL DUES).............................................................42

2 OF 85PROFESSIONAL ENGINEERS IN INDUSTRY – PEI HANDBOOK

PEI Distinguished Service Award (PDSA)..........................................................42

PEI Development Award (PDA)..........................................................................42

Industry Tour & Visitation (IT&V).....................................................................42

NSPE/PEI Innovative Engineering Award (PIEA).............................................42

NICET/ASCET Collaboration (NICET).............................................................42

PEI History (HISTORY).....................................................................................43

YEAC College Outreach (YCO)..........................................................................43

Merit Service Award (MSA)................................................................................43

Outstanding Service Award (OSA)......................................................................43

Annual Leadership Training (ALT)....................................................................43

Past Projects and Incubation...............................................................................43

Sales and Marketing...............................................................................................46

Political Advocacy..................................................................................................48

NSPE Committees/Task Forces Descriptions.........................................................49Goal 1: State-National Partnerships....................................................................49

Goal 2: Value to Members...................................................................................49

Goal 3: Membership Growth...............................................................................51

Operations............................................................................................................51

Publications and Communications.........................................................................52

Appendix 1 – Geographic Areas of Regions...........................................................54

Appendix 2 – Refresher Courses for FE and PE Exam..........................................55

Appendix 3 – State Promotion of Industrial Professional Development Award......57

Appendix 4 – Guide For State PEI Organizations to Start A NPA Program..........60

Appendix 5 – Industry Relations Program Visitation Guidelines............................63

Appendix 6 – Benefits of IAG to NSPE..................................................................68

Appendix 7 – Introduction to Robert's Rules of Order............................................71

Appendix 8 – How to Revive a State PEI Division..................................................75

Appendix 9 – Past PEI National Chairmen............................................................81

Appendix 10 – Engineers’ Creed............................................................................82

Appendix 11 – Bibliography...................................................................................83

Appendix 12 – Acronyms........................................................................................85


Document History

Date Author CommentsJanuary 1, 1989 PEI EB Paper versionJuly 1996 PEI EB Paper versionJune 1998 Milt Tiede, P.E. Paper versionJanuary 2000 PEI EB Paper versionJanuary 2001 Doug Benner,

P.E.Web (html) version

July 3, 2006 Bob Becnel, P.E. MS Word version - 2006-2007 edition


Introduction

The PEI Handbook is an attempt to annually update what PEI is all about in a very readable format. Every few years the PEI Handbook receives a major rewrite or comprehensive review. The intended audience is individuals new to PEI Governance which includes new PEI Regional Vice Chairmen, State PEI Chairmen, general PEI members and other NSPE members.

This past year saw Practice Divisions go through many changes. One of the most notable is in the naming convention. From this point forward, Practice Divisions are now referred to as Interest Groups. Another primary difference is in the Governance structure of NSPE. NSPE is now governed by a House of Delegates (HOD) which has representatives serving each state and the five (5) traditional Practice Divisions (Interest Groups). The State votes are weighted based on membership size. Complementing the HOD is the Board of Directors (BOD). There are two (2) Interest Group members on the BOD at any one time. These members are allocated among the five (5) Interest Groups on a rotating basis. The next rotation for PEI to serve on the BOD is 2007-2009 – a 2 year term.

Here is a list of other significant changes that have occurred since the release of the last PEI Handbook.

The Engineering Times has been reformatted and renamed the Professional Engineer (PE) magazine. Dedicated Interest Group space in the publication has been reduced.

There is an ever more dependency on electronic communications with a monthly newsletter call PEI E-news distributed solely by email.

NSPE has ended the practice of funding the Industry Advisory Group (IAG). The IAG is currently being restructured within NSPE.

The Winter NSPE Meeting has been eliminated as the HODs only meet once a year.

The Industry Tour & Visitation has been renewed as a PEI Project.

The Young Engineer Advisory Committee (YEAC) is a subgroup of PEI and focuses issues important to PEI members aged 35 and under.


About PEI

About one third of the total non-student NSPE membership is employed in industry. The Professional Engineers in Industry (PEI) interest group thus represents one of the largest segments of the Society's membership, and its activities and leadership form a vital part of the total NSPE program.

The national PEI Interest Group is directed by the Executive Board which meets at the Annual Meeting of NSPE during the Summer NSPE Convention. It is composed of a Regional Vice Chairman (or one representative) from each recognized NSPE Region casting votes on PEI issues as determined by the PEI members at the Regional Caucus. It is imperative that the State PEI Chairmen of the Regions attend and support these Regional Caucuses in order to provide the "grass roots" inputs to the total PEI Interest Group.

Between scheduled meetings of the Executive Board, its activities are carried out by the members of the Executive Board via telecommunication methods. The Chairman presides at meetings of both the Executive Board, and is a member of the House of Delegates for NSPE.

The national PEI range of interests and activities is very broad, generally including employment practices, relations with industry, national and state legislation affecting engineers in industry, professional development and continuing education, ethics and assistance to state PEI divisions. Its activities are reported in the PEI E-news which is e-mailed to all PEI members.

Large portions of the national PEI's energy and resources are devoted to helping state PEI divisions develop good programs which directly and indirectly benefit members in industry and the profession. This assistance is both organizational, in the form of model bylaws, and operational, with suggested programs and activities.

PEI Quick Facts

Current PEI membership 6,373 (as of April 2006).

Web site http://www.nspe.org/pei.

Address

National Society of Professional Engineers Professional Engineers in Industry (PEI)1420 King StreetAlexandria, VA 22314

Manager (NSPE Staff Liaison) Erin Garcia-Reyes.

Date of Charter 1961.


http://www.nspe.org/pei

Vision Statement

NSPE Vision Statement

NSPE is the premier national organization that promotes and defends the professional interests of all engineering professionals.

PEI Vision Statement (English)

PEI provides value to NSPE members in industry through the promotion of professional practices and policies, including support of the licensure process for engineers in Industry. Our mission includes offerings of educational and professional development opportunities and actions to increase the public awareness of the contribution of professional engineers in Industry.

PEI Vision Statement (Español)

PEI provee valor a los miembros de NSPE en la industriua por medio de la promoción de prácticas y polizas profesionales, incluyendo apoyo del proceso de licenciatura para ingenieros industriales. Nuestra misión incluye ofrecimientos educational y professional desarrollo de oportunidades y acciones para aumentar la conciencia pública de la contribución de los ingenieros profesionales.en Industria.

PEI YEAC Vision Statement

None


Mission Statement

NSPE Mission Statement

NSPE is the national society of engineering professionals from all disciplines that promotes the ethical and competent practice of engineering, advocates licensure, and enhances the image and well-being of its members.

PEI Mission Statement (English)

Professional Engineers in Industry serve as the leading resource group and advocates for encouraging industry-wide recognition and value for licensed engineers and those seeking licensure.

PEI Mission Statement (Español)

Ingenieros Professionals en Industria sirven como grupo de qpoyq y defiende el reconociamento de la gran industria y el valor para ingenieros licenciados y aquellos que buscan una licenciatura.

PEI YEAC Mission Statement1

The mission of the PEI Young Engineer Advisory Committee is to promote licensure among students, recent graduates and young engineers in industry; encourage young engineers to develop professional excellence; represent young members and their needs at PEI Executive Board committee meetings; develop programming at NSPE meetings that is useful to young engineers; and provide networking opportunities for young members through a mentoring program and events at the annual meeting.

The mission of the PEI Young Engineer Advisory Committee is to:

Promote licensure among students, recent graduates and young engineers in industry

Encourage young engineers to develop professional excellence

Represent young members and their needs at PEI Executive Board committee meetings

Develop programming at NSPE meetings that is useful to young engineers

Provide networking opportunities for young members through a mentoring program and events at the annual meeting.

1 Established October 16, 2002.


Strategic Goals2

The number in parenthesis aligns with the NSPE Goal and Objective. Error: Referencesource not found provides an alignment view of the PEI Strategic Goals with the NSPE Goals and Objectives.

1) Elevate the awareness and benefits of licensure for engineers in Industry, and support those that are already licensed. (1.3, 2.1-2.7, 3.1, 3.2, 3.5, 3.7)

2) Promote professional practices within industry and recognize the contribution of professional engineers in Industry. (1.4, 2.1, 2.3, 2.6, 3.2, 3.5, 3.7)

3) Provide continuing education, leadership training, professional development, networking opportunities and other soft-skill training for engineers in Industry. (1.3, 2.2, 2.3, 2.4, 2.7, 3.5, 3.6, 3.7)

4) Develop and nurture current and future leaders of Industry and NSPE through their involvement in the activities of the PEI Interest Group, at the state, regional, and national level, and continue to foster the growth of the YEAC. (1.1, 1.4, 2.2, 2.3, 2.5, 2.7, 3.1, 3.2, 3.3, 3.4, 3.5, 3.7)

Table 1, Summary of the alignment of PEI Strategic Goals with NSPE Goals and Objectives.

NSPE Goal Goal 1 Goal 2 Goal 3

NSPE Obj 1 2 3 4 1 2 3 4 5 6 7 1 2 3 4 5 6 7

PEI Strategic Goal

1

2

3

4

2 Developed as part of the Professional Practice Communities of NSPE 2006-2007 Plan.


Value to Members3

The number in parenthesis aligns with the NSPE Goal and Objective.

1) Create Community of practice to network with other professionals for idea exchange and problem solving, through personal meetings, forums and Listservs. (2.3)

2) Promote and recognize the accomplishments of Professional Engineers through presentation of the New Product Award. (2.1)

3) Provide continuing education opportunities, at the NSPE Annual Conventions, through web seminars and other stand-up presentations. (2.4)

4) Provide mentoring to support career movement in the life of the engineer. (2.3)

5) Create articles, documents and knowledge initiatives to transfer best practices and templates. (2.3)

6) Create products unique to the needs of engineers in industry, to demonstrate to the employer what they get in hiring a P.E. and why that’s vital. (2.1)

7) Provide career assistance, guidance, and mentoring through the CAM / Career Transition Programs. (2.3)



Value to NSPE4

The number in parenthesis aligns with the NSPE Goal and Objective.

1) Provides an avenue for NSPE to meet the unique needs of those working in Industry. (2.3)

2) Creates Alliances with other organizations, to promote NSPE membership, activities and presence in the engineering community. (3.1)

3) Help NSPE leadership partner with other organization protecting and promoting the scope and work of PEs. (2.1)

4) Helps promote the recognition and value of NSPE to future engineers through the presentation of the College Scholarship Award to college students and the Science Fair Recognition to junior and senior high students. (3.1)

5) Mentoring, licensure, and career related products. (2.3)

6) New Product Award / Governor's New Product Award helps promote and encourage the design of engineered products and strengthens the relationship with local state governments. (2.1)

7) Young Engineers Advisory Council provides an avenue for younger PEI members to get involved and helps develop them for future leadership service within NSPE

8) Year-round campaign to encourage non-licensed industry members to join NSPE and get licensed. (3.5)

9) Provides opportunities for leadership training and development to future leaders of NSPE at the State and National Level. (2.2)



History

Excerpt taken from Robbins, Paul, 1984. See references section for other PEI History sources.

How NSPE Started

D. B. Steinman served as president of the American Association of Engineers in 1925-1926 which was a predecessor of NSPE. He had long been an advocate of registration and AAE had as one of its goals the registration of engineers in every state. However, it did not require registration as a prerequisite for membership and he felt this was necessary.

In May of 1934 he issued a call to four organizations then existing in the Northeast: the New Jersey Association of Professional Engineers and Land Surveyors, the New York State Society of Professional Engineers, the Pennsylvania Society of Professional Engineers and the Connecticut Society of Professional Engineers.

Steinman proposed the new organization be called the National Society of Professional Engineers. Every member must also belong to a State Society and Chapter Association - an individual membership organization. It was decided that membership would be restricted to professional engineers and the organization would limit its activities to the non-technical concerns of all engineers. Committees were organized to establish funding to draw up a constitution and bylaws, and to consider other organization details.

The official organization meeting of NSPE was subsequently scheduled for Labor Day, September 3, 1934. At this meeting the first Constitution of the society was adopted and the officers were elected to hold office until January 1, 1936.

The last of the 50 states to form a state organization of professional engineers and affiliate with NSPE, was New Hampshire in June 1960. Prior to that time, state societies had been affiliated in three territories: Puerto Rico, District of Columbia and the Canal Zone. In July of 1970, a state society in the territory of Guam was recognized as affiliated with the National Society, bringing to 54 the number of "state societies" comprising the National Society of Professional Engineers at the end of its fiftieth year.

How PEI Started

As the Society became more and more involved with the specifics of the atmosphere in which professional engineers provided their services, it was recognized that the type of employment created certain rules, practices and laws which varied with the type of employment. The Society first attempted to handle these problems with an overall committee on employment practices, but in the early 1950's the concerns of the particular groupings of employed caused the original committee to be divided along four major lines of employment: private practice, industry, government and education. The interests of each of these groups expanded rapidly, and it became apparent by the mid-fifties that pressures were mounting which made the committee format inadequate.

Two other pressures surfaced. One was that the procedure slowed action: the subcommittee reported to the committee, and the committee reported to the Executive Committee and ultimately to the Board, before approval for a program or action was


received. The second was the desire of more engineers in a particular type of employment for involvement in the concerns of the group.

The overall Employment Practices committee recommended at the October 1955 Board meeting that separate functional groups be authorized at the national level.

A general outline of the relationship of such a group to the overall Society was established, and a bylaw containing these provisions was adopted at the 1956 Annual Meeting of the Society. The general objectives of the groupings by employment was spelled out in the bylaw as follows: "The functional sections shall be so conducted as to provide effective forums for discussions and united action on the part of members grouped according to type of professional practice for the enhancement and betterment of professional recognition and status, conditions of employment, and other matters of mutual welfare."

Each practice section was to establish rules of operation of the division, subject to the approval of the Board of Directors. Each was to elect a chairman and officers, to schedule meetings open to all division participants, and to conduct activities in accordance with programs and policies of the National Society. Should a program or activity be formulated which would establish new Society policies, it was to be submitted for approval to the Board of Directors.

The first Functional Section for Engineers in Private Practice was officially organized in October 1956. The obvious advantages of this type of organization caused the other four major groupings of engineering employment to form functional sections for the Engineers in Government in 1957, the Engineers in Industry in 1961, and the Engineers in Education in 1965. Engineers in Construction did not logically fall in any one of these four groupings, and found a number of items that were unique to their type of employment which they felt could be more adequately addressed through a separate functional section. They requested and were authorized to form a functional section in 1972.

Since the title "functional section" did not clearly identify the employment areas, the groupings as early as 1962 began to call themselves Professional Engineers in Private Practice, Industry, Government and Education, and in 1968 the official title of the groupings was changed to Practice Section. It soon became obvious that the groupings should have some representation on the Board of Directors, and in 1968 the chairman was added to the NSPE Board. A major constitutional change was made in 1973, altering the name of the groupings to Interest Groups, changing the title to chairman to that of vice president of the Society, and adding these vice presidents to the Executive Committee.

The practice sections encouraged the state societies to establish similar organizational structures within the states. As state practice sections became more extensive, a Board of Governors of each practice section was authorized to be composed of representatives of these date practice sections.

The major missions of the practice sections over the years involved the following:

To be responsive to the needs and desires of the interest group membership and to develop and implement programs such as seminars and workshops, to address these needs;

To maintain communication links with interest group membership;

To monitor legislation and federal regulations affecting members;


To identify and develop issues affecting their areas of practice that merit NSPE-wide emphasis; and

To encourage professional development of engineers within the areas of practice.

PEI – The Later Years

Taken from the July 2001 Issue of the PEI Handbook, updated by Douglas Benner, P.E.

In the early 1950's, the concerns of particular groupings of NSPE members caused a series of committees to be reformed into larger groups along four major lines of employment: private practice, industry, government and education. These groups, originally called functional groups, later became Interest Groups. The Professional Engineers in Industry (PEI) interest group was formed in 1961. This Interest Group devotes its efforts solely to matters affecting engineers in industry and the industries that employ them.

About one third of the total non-student NSPE membership is employed in industry. The PEI interest group thus represents one of the largest segments of the Society's membership, and its activities and leadership form a vital part of the total NSPE program. Many worthwhile PEI programs have been implemented, benefiting both the engineers and industry. PEI has served, and continues to serve, as the principal focal point in NSPE's relationship with industry.

PEI has always worked with industry management. The two groups have cooperated on many matters of common interest, such as advocating professionalism among engineering employees rather than unionization. NSPE's prior position on mandatory registration for all engineers caused friction with industry management. In the latter part of the 1970's, NSPE revised its position on registration, changing from a mandatory stance to a stance of encouraging voluntary registration. As a result, many major industrial companies joined in encouraging their engineer employees to seek registration on an individual and voluntary basis.

NSPE established the Industry Advisory Group (IAG) in 1978. The Group is composed of 15 to 20 senior industry executives, usually corporate vice presidents with staff or line responsibilities for engineering. NSPE is represented on the IAG by its President, President-elect, Chairman of the Professional Engineers in Industry Interest Group, and the Executive Director. The group normally meets twice yearly and discusses issues of mutual interest and provides a top level industry management perspective on NSPE Policies and Programs. The IAG has proven to be a very effective means of maintaining a good interaction with a broad spectrum of industry management.


Governance Structure

This section describes in brief detail the organizational structure of the PEI Governance apparatus as shown in the organizational chart in Error: Reference source not found. Full detailed position descriptions of each are in the next section including duties.

Figure 1, PEI Governance Structure as of June 2006.

PEI Chairman

This person serves as Chairman of the Professional Engineers in Industry Interest Group. As Chairman, he/she will be eligible to serve on the NSPE House of Delegates as one of five Interest Group representatives pending the PEI slot is open. The term for serving on the House of Delegates extends 2 full years of which 1 year is coincident with his/her year as Chairman.

Chairman-Elect

This person serves as a member of the PEI Executive Board in preparation for assuming chairmanship the ensuing year.

Past Chairman

This person serves as Chairman the previous year and continues to be a member of the PEI Executive Board to provide guidance and serve as a resource to assist in the transition of Chairmen.

Secretary

Serves as a member of the PEI Executive Board and performs the functions normally assumed by the Secretary. Takes meeting minutes and distributes them to the Executive Board. This position may also be referred at times as the “Chairman-Elect-Elect”.


Vice Chairman

The Regional Vice Chairman represents one of the six NSPE regions in the nation. One of their primary responsibilities is to organize with the regional leadership as part of an unofficial PEI caucus which should include as many State and Chapter PEI Chairmen as possible. The Regional Vice Chairman should provide support and encouragement for State PEI organizations. Each Vice Chairman serves on the PEI Executive Board and may serve on one or more projects. See Appendix 1 – Geographic Areas of Regions for the geographic boundaries of the regions.

Staff Manager

The PEI Staff Manager is an NSPE employee that supports PEI as a liaison between the PEI volunteers and the NSPE staff.

Project Chairmen

Chairmen of on-going PEI projects may serve as Pro-Tem members of the Executive Board as determined or requested by the rest of the Board. These Pro Tem members have no voting power except in relationship to their project.

State PEI Chairman

The State PEI Chairman or his/her representatives serve at the pleasure of the PEI members in his/her state. Additionally, they are urged to attend Regional Meetings to promote PEI to the other States and bring news back to their PEI members. State PEI Chairman do not report directly nor have accountability to the PEI Executive Board.


Position Descriptions

PEI Chairman

General

The primary focus of the PEI Chairman is on the administration of the affairs of the Interest Group. The Chairman is the executive officer of PEI and, as such, has full responsibility for the leadership, administration and financial affairs of the Group. The Chairman also serves as a member of the NSPE House of Delegates as one of the five Interest Group representatives as the opening exists. The Chairman's basic function involves the planning, execution, evaluation and improvement of programs that are of merit to the Interest Group and that address the interests of the NSPE members in industry and NSPE at large, based on the advice and consent of the PEI Executive Board. The Chairman assures that PEI programs not only address the needs of the membership of the Interest Group but that they also serve NSPE-designated priority objectives.

Duties and Responsibilities within the Interest Group:

Schedule and preside at all meetings/teleconferences of the Executive Board or arrange for the Chairman-Elect to preside.

Organize and conduct the meeting of the PEI Executive Board at the NSPE Annual Convention.

Preside, or assign others to preside, at business, social and other PEl programs associated with the NSPE meetings.

Coordinate with, and furnish general program guidance to, the Interest Group staff director who is the principal contact within the NSPE staff at the headquarters office.

Make such appointments to committees and to PEI programs/projects - based on information provided by Regional Vice Chairmen and others - that are necessary for the development and functioning of these programs/projects.

Maintain budgetary control over the affairs of the Division, insuring that the programs and all activities stay within the allotted budgetary amounts, subject to line item movements of money. Monitor all financial affairs to assure that PEI is operated within its overall budgetary allotment drawn from NSPE allocations and such other sources of income as may be available to the Interest Group.

Monitor, evaluate and continuously improve PEI activities to insure compatibility with PEI long-range planning and with NSPE policy. Also identify those programs which extend beyond PEI interests and should be transferred to NSPE control.

Serve as PEI representative to the Industrial Advisory Group.


Duties and Responsibilities with NSPE:

As an Interest Group Chairman, collaborate with other Interest Group Chairmen to seek out common synergies and overlapping interests. Combine efforts and resources when possible.

Support and implement NSPE programs and policies as appropriate to the position of PEI Chairman. Report the activities of the Interest Group and present items of business from the Group that requires NSPE Board of Directors or House of Delegates action. Work with the Interest Group Representative on each body. Insure that PEI programs are in accordance with NSPE policies and priorities.

As applicable, represent PEI and other Interest Groups on the NSPE House of Delegates.

Investigate and understand NSPE HQ practices and processes as it applies to the operations of PEI. Network and familiarize yourself with NSPE staff including Executive Director to utilize their help to the enhancement of PEI.

In matters directly pertaining to the Interest Group, the PEI Chairman is the advocate of the Interest Group in presenting and explaining PEI programs and actions, as well as positions of the Group as expressed through the PEI Executive Board.

Provide for annual Update of the PEI Handbook..

Professional Qualifications

Possess reasonable knowledge of national engineering issues.

Be a competent, Licensed Professional Engineer, experienced in the practice of engineering in an industrial organization.

Having generally served as a Vice Chairman, Secretary and Chairman-elect of PEI, will possess all of the qualifications prerequisite to those positions.

Must be capable of being responsible for organizing and overseeing the total activities of PEI.

Willing and able to make the commitments to fulfill the responsibilities associated with the position of Chairman and to solicit and gain the endorsement and support of employer for involvement in PEI activity and NSPE affairs.

Willing to put in the time required to finish tasks and responsibilities assigned to the Chairman related to PEI business.

A good understanding of basic Project Management skills including: utilizing an action item list, preparing agendas, technical writing skills for reports and other publications, good time management, able to assign and ask people to complete a task and follow-up on these assignments, and capability for processing large volumes of email at a time including responding in a timely manner.


Desired Experience

Successful experience in local, state and National Society activities and in the practice of engineering in industry is essential.

Commitment

Continue to serve into the following year as Past Chairman (1 year).

Personal Qualifications

Demonstrated ability as a public speaker.

Ability to conduct business meetings, both large and small.

Procure the support of employer, colleagues and family in undertaking the duties of PEI Chairman.

Willing to travel and adjust personal and business schedules to accommodate the needs of NSPE and of the PEI Interest Group.

Meeting Attendance and Time Requirements

3 Days - PEI Executive Board: One mandatory meeting per year, plus travel. While the PEI EB meeting is 1 day, 2 additional days are built in for other ancillary functions at the NSPE Summer Meeting. This total amount will vary.

1 Day – NSPE House of Delegates. This meeting occurs during the time the PEI EB meets, so no additional travel required. This position will be based on availability at the time the Chairman serves.

6 Days - NSPE Board of Directors: Three meetings of one day each plus travel. This requirement will be based on availability at the time the Chairman serves.

6 Days - Attending some regional meetings (optional).

1 Hour per month for teleconference with the PEI EB

1 Hour per month for teleconference with the PEI YEAC EB

Other teleconferences as required.

Administrative Time

Correspondence (Reading, Writing, Telephone, Email): 5-8 hours per week.

PEI Executive Board Teleconferences: 12 hours plus 2 hours preparation plus 1 hours of after action review for a total of 48 hours for the entire year.

PEI Annual Meeting Preparation: 20 hours.

HOD Meeting Preparation: 8 hours.

Committee Meeting Preparation: 4 hours per meeting.


Expenses

Reimbursement for volunteer travel will be according to NSPE/PEI policy. Therefore, the acceptance of this position requires some financial commitment besides the time involved. It does help if the employer of the individual can be pledged to accept part or all of the cost. Travel to Regional Meetings is generally not reimbursed by either NSPE or PEI.


PEI Chairman-Elect

General

The Chairman-elect assumes the chairman of the Interest Group one year following installation as Chairman-elect. During the year the Chairman-elect performs those duties assigned by the Chairman and uses the year to develop all operational plans for the following year. This includes budget, program/project assignments, specific committee assignments and definition of new programs to be instituted. In choosing an individual to serve as PEI Chairman-elect, the PEI Executive Board also is selecting a future Vice President of NSPE.

Duties

Attend Executive Board Meetings and the PEI Annual Meeting.

Prepare for Executive Board Meetings: review agenda, read backup material, formulate questions and comments, develop facts, get opinions from other PEI members.

Contribute to Executive Board Meetings with questions, information, opinions, and recommendations for action.

Communicate and support policies and decisions of the Executive Board to state divisions, NSPE and PEI membership.

Generally be prepared to substitute for any one of the regional vice chairmen at their respective functions and meetings in the event the Vice Chairman is unable to fulfill the role. This could include state PEI meetings, caucus sessions and regional meetings.

Serve as member of assigned committees or projects.

Responsibilities

Participate in the policy and decision-making process of the PEI Executive Board.

Monitor and coordinate changes in the PEI budget.

Assist in development of long-range planning.

Develop the financial and operational plans for the next year.

Recommend to Executive Board changes in PEI structure and assignments and select PEI members for committee appointments for following year.

Collaborate and assist the Chairman in developing the Business Plan for the Budget Committee in January and February time frame.

Collaborate and assist the Chairman in contacting volunteers to submit to NSPE to serve on the subsequent years Task Forces and Standing Committees.

Preside over meetings when the Chairman can not attend.


Develop an Annual Operating Plan in the spring for the subsequent year. Base the format on the one developed the previous year and modify accordingly.

Identify and contact Project Managers to head projects identified in the Business Plan.


Licensed Professional Engineer.

Member NSPE.

Member NSPE PEI and state PEI Division.

Willing and able to make commitments to fulfill the responsibilities associated with the position of Chairman-elect and subsequently as Chairman.

Proven leader with demonstrated ability to speak publicly and to conduct business meetings.

Desired Experience


Commitment

Continue into the following 2 years as Chairman (1 year) and Past Chairman (1 year).






Administrative Time


PEI Executive Board Teleconferences: 12 hours plus 1 hour preparation plus 1 hour of after action review for a total of 36 hours for the entire year.

PEI Annual Meeting Preparation: 5-10 hours.

Committee Meeting Preparation: 1 hour per meeting.


Expenses

Reimbursement for volunteer travel will be according to NSPE/PEI policy. Therefore, the acceptance of this position requires some financial commitment besides the time involved. It does help if the employer of the individual can be pledged to accept part or all of the cost. Travel to Regional Meetings is generally not reimbursed either by NSPE or PEI.


PEI Secretary

General

The position of Secretary is an extremely important one. The individual holding the position is responsible for recording the proceedings of the Executive Board and doing so accurately. PEI actions are based on the decisions made by the body, hence the need for complete, accurate minutes of the meetings. The Secretary will also be responsible for the collection and collating of the quarterly reports from the various Vice Chairmen and Project Chairmen. These reports are to be available for every meeting or routine teleconference. The Secretary may also be called upon to represent PEI at state or regional meetings as an official representative of the Division. The Secretary is also responsible for tracking action items.

Duties

Attend and take minutes and document any action items at all Executive Board meetings.

Prepare for Executive Board meetings: review agenda, read backup material, formulate questions and comments, get opinions from other PEI members.

Contribute to Executive Board meetings with questions, information, opinions, and recommendations for action.

Communicate and support policies and decisions of the Executive Board to state divisions, NSPE and PEI membership.

Serve as a member of assigned committees or projects.

Maintain the State PEI Chairman database.

Responsible to the Executive Board to report on regional reports, programs/projects and committee activities, progress, needs and items that require coordination or Executive Board action.

Responsible for inclusion of written reports of program/project managers and committee chairman to the Executive Board.

Responsibilities

Participate in the policy and decision-making process of the Executive Board.

Record minutes and action items of all meetings of the Executive Board. Track action items for the PEI Executive Board.

File minutes and action items promptly with NSPE-PEI staff for reproduction and distribution.

Collect and collate interim reports and make them known to the Executive Committee.




Member NSPE.

Member NSPE PEI and state PEI division.

Willing and able to make the commitment necessary to fulfill the Secretary's responsibilities.

Proven leader with demonstrated ability to speak publicly and to conduct business meetings.

Desired Experience


Commitment

Continue into the following 3 years as Chairman-Elect (1 year), Chairman (1 year) and Past Chairman (1 year).






Administrative Time





Expenses

Reimbursement for volunteer travel will be according to NSPE/PEI policy. Therefore the acceptance of this position requires also some financial commitment besides the time involved. It does help if the employer of the individual can be pledged to accept part or all of the cost. Travel to Regional Meetings is generally not reimbursed by either NSPE or PEI.


PEI Past Chairman

General

The Past Chairmen represent a unique resource of PEI having served in most, if not all, of the officer positions. The Past Chairman chairs the Nominating, Long-Range Planning and Rules and Governance Committees as well as generally fills the role of parliamentarian at Executive Board. In addition, he/she may be assigned special tasks by the NSPE PEI Chairman. Most important, they provide valuable guidance and counsel to all NSPE PEI officers.

Duties

Attend Executive Board and NSPE/PEI Annual meetings.

Prepare for Executive Board meetings: review agenda, read backup material, formulate questions and comments, develop facts, get opinions from other PEI members.

Contribute to Executive Board meetings with questions, information, opinions, and recommendations for action.

Communicate and support policies and decisions of the Executive Board to state divisions NSPE and PEI membership.

Serve as member of assigned committees or projects.

Chairs the Nominating, Long-Range Planning and Rules and Governance Committee

Responsibilities


Assist in development of long-range planning modifications, and operational plans.

Recommend to Executive Board changes in PEI structure and assignments and suggest PEI members for Program/Project and committee appointments.


By virtue of past service as the PEI Chairman he/she possesses all necessary and desirable professional qualifications.

Desired Experience








Administrative Time





Expenses



PEI Regional Vice Chairman

General

The Regional Vice Chairman is the key representative member of the PEI Executive Board. The Vice Chairman is the vital communications link between the Executive Board (and the activities of the national PEI and NSPE leadership) and the state PEI divisions in the appropriate region. The Vice Chairman is responsible to the NSPE PEI Chairman and to the state PEI chairman in the states within the specific region.

Duties

The Vice Chairman assumes the duties and responsibilities of leadership for Professional Engineers in Industry in his/her region. In addition the Vice Chairman specifically carries out the following functions:

Attends when ever possible all NSPE meetings and conferences (including conference calls) representing the Region and guarding its interests.

As a member of the PEI Executive Committee attends when ever possible all Executive Committee meetings sharing in the responsibilities of task force, special projects and budget management.

Coordinates and works with the Regional Vice President to make that individual aware of the advantages and the need for active members of the Professional Engineers in Industry in the Region, report on regional activities, and to arrange Regional PEI Caucuses.

Insures the physical arrangements and time slot(s) for a PEI meeting to be held during the annual meetings of the Region in which the State PEI Chairmen or Representatives and other PEI members can develop/ submit ideas for the good of the Interest Group or NSPE in total.

Search in the regional membership for new project ideas - projects that provide benefits to the PEI members or NSPE as a whole - and bring them before the Executive Committee for consideration. This search should also include recruiting members that could become team leaders or team members for these projects.

Make contact at least once a quarter with all the PEI State Chairman or Representative and encourage feedback from these individuals. These contacts should be in person or by telephone conversation. If any newsworthy items develop, alert the State contact via E-mail or other "broadcast" communication.

For those States that do not have a PEI Chairman or Representative, but have an appreciable PEI population; enlist the help of the leadership of that State to recruit a person for that position.

Summarize contacts and recruiting efforts in a quarterly report submitted to the National PEI Chairman and Secretary for compilation in an annual report.

Assist the Chairman in managing the affairs of PEI. Especially in staffing new project teams.


Ensure that special programs interests such as Engineers Week, Industry Awards are given the proper emphasis in the region to reflect the strategic goals of PEI.

Responsibilities


Develop strong state PEI divisions within the region.

Conduct effective Regional PEI Caucuses at regional meetings.

Provide liaison between the Executive Board and assigned program/projects, committees and regional state PEI chairman.

Participate in the regional meeting and as many state PEI meetings as possible each year.

Qualifications


Member NSPE.

Member of NSPE PEI and state PEI division.

Willing and able to make the commitment necessary to the Vice Chairman's responsibilities.

Desired Experience


Commitment

Serve a full 2 year term. If nominated, some Vice Chairman is asked to serve an additional 2 year term at their consent.



6 Days - Attending some regional meetings.



Administrative Time





Regional Meeting Preparation: 4 hours.

1 hour per meeting.

Expenses


Main Activities

Listed below is a brief review of the main activities of the PEI Regional Vice Chairman:

PEI Welcome Letters Each quarter, the PEI Manager will send you a list of new PEI members from each region. As the Region Vice-Chairman, you will send them a welcome letter telling them about PEI, etc. You will probably receive responses from 20-30% of the letters sent out. Several form templates have been developed. You can check with the PEI Staff Manager or the previous Region Vice-Chairman for copies.

Monthly PEI Board Meetings You will participate in the monthly conference calls and annual meetings.

PEI Projects and Activities You may be assigned to PEI projects, activities, task forces, etc. This will be up to PEI Chairman and/or Chairman Elect.

Region Meetings and Activities You will want to become an active member in Region Activities and meetings. The Annual Region meeting is the main governance meeting for your Region. Review the Regional Governance for the current established Governance for the Region you are representing at the website http://www.nspe.org/regions/rg-home.asp. It is usually 2 days in length, and includes some professional development and governance activities. The interest groups will probably have a short period of time to present their activities. Also, you will be asked to prepare a written report for inclusion in the handout packet. You can use the report that the PEI Chairman submits to the NSPE Board of Directors as a guideline.

Annual Region Meeting (Location and Times of Year will vary)

Caucus Meetings at the Annual / Summer and Winter Meeting (usually about 2 hours long at each meeting)


http://www.nspe.org/regions/rg-home.asp

http://www.nspe.org/regions/rg-home.asp

Background you will want to make contact with the Previous PEI Regional Vice Chairman for more information on region activities and PEI activities. You will also want to get up-to-speed on any PEI activities and issues within the states that you represent.

Network You will want to make contact with the current NSPE Region Vice-Present and Vice-President Elect, introducing yourself and getting added to any region mailing lists, correspondence, etc.

State PEI Chairmen finally, you will also want to make contact with the current PEI State Representatives in your region, introducing yourself. The current State Representatives can be found on the PEI webpage at: http://www.nspe.org/pei/pi1-StateRep.asp. It is the responsibility of the Vice Chairman to identify PEI State Chairmen or Representatives that can be added to this spreadsheet.


http://www.nspe.org/pei/pi1-StateRep.asp

PEI YEAC Chairman

General5

There shall be a Chairman and Vice-Chairman for the Young Engineer Advisory Committee (YEAC) for the PEI division of NSPE. Each individual will serve a two-year term, one year for each position, which runs concurrently with those of the elected officers of NSPE. The Vice-Chairman will be chosen by either selection or election by the members of the YEAC-PEI. The Vice-Chairman will become the Chairman during the next term. The Vice-Chairman will have no designated duties other than secretary at the designated meetings for the YEAC-PEI. The Chairman will facilitate the YEAC-PEI meetings. The Chairman of YEAC-PEI will be the PEI representative for any NSPE-YEAC activities, unless delegated.

Duties and Responsibilities within the Interest Group6:

The Chairman shall recruit or build a PEI Young Engineers Advisory Committee (YEAC). It is recommended that the YEAC composition include one young engineer representative per geographical region.

The Chairman shall serve as the liaison between the National Young Engineers Advisory Committee (NSPE-YEAC) and the YEAC-PEI young engineer representatives. They shall provide an open line of communication to assist with the success of the PEI young engineer program.

The Chairman shall organize or arrange for a substitute to conduct a “Roundtable” at the Summer National NSPE Meeting. They must also motivate and provide materials to their region’s state young engineer representatives for conducting roundtables at the state level, as necessary.

The Chairman shall provide succession planning to ensure continuity of the YEAC-PEI.

The Chairman or substitute shall participate in developing member services directed at young engineers. In addition, they shall begin work on the various modules for the “Leadership Development” initiative within NSPE.

The Chairman shall promote collaboration and singularity of effort between the various YEAC groups, especially Interest Groups.

The Chairman will submit a proposed program and budget to the PEI Chairman for preparation of the next annual PEI budget.

Desired Experience

Previous experience in a professional organization in College or after College would be advantageous. Additionally, experience within NSPE or one of its State or Chapter organizations is highly desirable.

5 NSPE – PEI Young Engineer Advisory Committee Position Descriptions, April 2004.6 NSPE – PEI Young Engineer Advisory Committee Position Descriptions, April 2004.


Commitment

Continue into the following year as Past Chairman (1 year).




1 Hour per month for teleconference with the PEI YEAC EB


Administrative Time


PEI Executive Board Teleconferences: 12 hours plus 1 hour preparation and 1 hour of after action review for a total of 36 hours for the entire year.


Expenses



PEI Staff Manager7

General

The PEI Staff Manager is an NSPE employee that is designated to support the PEI Interest Group. The Manager is the liaison between the PEI EB volunteers and the NSPE staff and assists the Chairman with interfacing and navigating the NSPE bureaucracy. Additionally, the Manager will serve as an administrator for the entire PEI EB by monitoring cash flow, identifying and assisting with key milestones for reports and other deliverables, and communicating staff procedures to the PEI EB.

Duties and Responsibilities within the Interest Group:

Assist the Chairman and Chairman-Elect in preparing the annual budget and business plans. Preparing estimates for staff overhead functions to support various PEI products and services. Coordinate differences between Budget Committee, NSPE’s Finance Director and the PEI Chairman.

Monitor cash flow and compare with the budget on an ongoing basis. Alerting PEI of budget shortfalls and providing key financial data for the PEI EB.

Coordinate periodic meeting logistics with the PEI Chairman including arranging a teleconference bridge or meeting facilities as required.

Serve as the main point of contact on all PEI matters with other NSPE PEI members that may arise. Responses include telephone, e-mail, US Mail, and fax.

Coordinate awarding of various honors to winners as required by the project. Not limited to New Product Awards, Scholarships, Science Fair, Outstanding Service Awards, Merit Awards, random drawings that may be conducted.

Maintain budgetary control over the affairs of the Division, insuring that the programs and all activities stay within the allotted budgetary amounts, subject to line item movements of money. Monitor all financial affairs to assure that PEI is operated within its overall budgetary allotment drawn from NSPE allocations and such other sources of income as may be available to the Interest Group.

Monitor, evaluate and continuously improve PEI activities to insure compatibility with PEI long-range planning and with NSPE policy. Also identify those programs which extend beyond PEI interests and should be transferred to NSPE control.

Assist as the PEI scribe when the Secretary is unavailable at official meetings.

Serve as a key advisor to the PEI EB in generating ideas and strategizing.

Support the PEI YEAC group on administrative matters.

7 Duties, responsibilities and function description are not under complete control of PEI and is subject to change based on NSPE staff management. Also, the PEI Staff Manager may perform this function for another Interest Group.


PEI Project Manager

General

The Project Manager assumes the duties and responsibilities of leadership for the designated project or task force. The Project Manager specifically carries out the following functions:

Attends when possible all PEI meetings and conferences (including conference calls) reporting on progress of the project, when requested to do so. A written report should always be prepared and sent to the Secretary in advance.

Develop together with the members of the team a time line for important milestones and the completion of the project and submits it to the PEI Executive Committee for concurrence.

As the leader of the team insures that each team member is contacted and been given a definite role/task on the team. The Leader must groom and train the members to benefit themselves and the project at hand.

Coordinates and consults at regular intervals (at least BI-monthly) with the Regional Vice Chairman of PEI assigned to the project to make that individual aware of the status of project.

Summarize progress and problems of the project and team in a quarterly report submitted to the National PEI Chairman and Secretary for compilation in an annual report.

Submits a final project report from the team including its findings and make recommendation for further actions required.

The Project Manager's task is to develop the project, so that it will benefit and serve the members of the Professional Engineers in Industry.


The person should be a current NSPE and PEI member in good standing.

Commitment

Continue to serve through the length of the Project or until the Chairman desires to make a change.

Meeting Attendance

1 Day - PEI Executive Board (if invited): One mandatory meeting per year, plus travel. While the PEI EB meeting is 1 day, 2 additional days are built in for other ancillary functions at the NSPE Summer Meeting. This total amount will vary.

Other Time Requirements

Correspondence (Reading, Writing, Telephone, Email): 3-4 hours/month. Will vary greatly depending on the Project’s requirements.


Project Team Meeting Preparation: 4 hours per meeting.

Project Team meeting: as required, includes conference calls PEI Executive Board conference call (if invited): 3 hours plus 5 hours preparations.

Expenses

Reimbursement for volunteer travel will be according to NSPE/PEI policy. Travel requirements will be addresses on a project by project basis.


State and Chapter PEI Chairman

General

Serves at the pleasure, guidance and direction of the Chapter or State he/she is representing.


Project Descriptions

PEI hosts a portfolio of products and services that are focused on the entire spectrum of membership that exceeds eight thousand members. Programs are focused on several categories of education and professional experience: Junior High / High School, College, Young Professional, Licensed Intern, Professional Engineer, and managerial PE.

Through the annual business planning process, PEI along with other interest groups have re-invented themselves, including setting a new Vision, Mission, and Goals that align with the new V-M-Goals of the overall organization. In addition, this process has included a complete audit of the PEI products and services to ensure that they align with the latest NSPE mission, vision and goals. PEI has done informal market research and listened to our customer base to only include effort that is important for their end product or service.

It is PEI’s goal to provide programs and projects that serve our market. PEI is not in the business of satisfying shareholders, therefore, not every program or project that is undertaken will generate a profit in the form of non-dues revenue.

Introduction

PEI has reviewed its entire portfolio of offerings. These offerings can be classified as a product or service. Each product or service is managed by a volunteer Project Manager that is a subject matter expert for that project. Each Project Manager is a Licensed Engineer and they have prepared an independent business plan for the particular product or service through which they have given careful thought to the items to be included in the business plan.

PEI believes that its list of offerings provide for a diverse market of members. Services and Products target specific demographics that range from young engineers to those nearing retirement. Furthermore, the offerings have been reviewed by the PEI Products & Service Committee and meet the requirements set forth in the NSPE goals. The 2006-2007 products and services for PEI are listed below. Error: Reference source not found shows the products and services aligned by NSPE goals and objectives. Table 3 shows the planned 2006-2007 Projects and Project Managers for PEI.


Table 2, Summary of PEI Products & Services aligned by NSPE Goal and Objective.

NSPE Goal Goal 1 Goal 2 Goal 3

Oper

Gov

NSPE Obj 1 2 3 4 1 2 3 4 5 6 7 1 2 3 4 5 6 7

Project

NPA

YEAC

SCHOL

P&STF

CSWTF

SS

INT INC

VOL DUES

PDSA

PDA

IT&V

PIEA

NICET

HISTORY

YCO

ALT


Table 3, Schedule of 2006-2007 Projects and Project Managers for PEI.

Project Acronym Manager 06-07

PEI Projects

New Product Award NPA Rick Buchanan

Young Engineers Group YEAC James Mathis

YEAC College Outreach YCO James Mathis

Scholarship SCHOL Neal Illenberg

Computer and Software Engineering TF CSWTF Bob Becnel

Sustaining Sponsor SS Clyde/Barry

PEI Distinguished Service Award PDSA Rick Fraze

PEI Development Award PDA Rick Fraze

Industry Tour & Visitation IT&V Andy Russo

NSPE/PEI Innovative Engineering Award PIEA Mike Vinarcik

NICET/ASCET Collaboration NICET Curt Beck

PEI History HISTORY Bob Becnel

Merit Service Award MSA PEI Staff Manager

Outstanding Service Award OSA PEI Staff Manager

Annual Leadership Training ALT Bob Becnel

PEI Communications PCOMM PEI Staff Manager

PEI Interest Income INT INC PEI Staff Manager

Voluntary Dues Check off VOL DUES PEI Staff Manager

Products & Services Dev Committee P&SDC Kevin Cooper

PEI Incubation

CAM Program PDH Doug Benner, Clyde Nagata

Electronic Version of CAM Doug Benner, Clyde Nagata, Bob Becnel

PEI BLOG YEAC

Ethics YEAC

Continuing Education Kevin Cooper

Emerging Issues Kevin Cooper

YEAC Bylaws YEAC

PEI Governance

Chairman CHAIR Kevin Cooper

Chairman-Elect CHAIR-ELECT John Wall

Secretary SEC Andy Russo

Past Chairman PAST CHAIR Bob Becnel

Northeast Vice Chairman NE VC Cullen Flanders

North Central Vice Chairman NC VC Jonn Nebbe

Central Vice Chairman C VC Mike Vinarcik

Southwest Vice Chairman SW VC Carlos Garza


Project Acronym Manager 06-07

PEI Projects

Southeast Vice Chairman SE VC Rick Fraze

Western & Pacific Vice Chairman W&P VC Barry Nakamoto

YEAC Chairman YEAC CHAIR James Mathis

PEI Staff Manager PEI MGR Erin Garcia

New Product Award (NPA)

New and improved products stimulate the life and growth of our country. These benefits result from research and development to which engineers make their unique contribution. This competition recognizes the results of those profession engineers’ efforts and the foresight of the companies whose aggressive policies bring new products to the marketplace.

PEI realizes that professional engineers and NSPE members involved in product development life cycle contribute to the overall importance of ethics and licensure in the life cycle process.

Young Engineers Group (YEAC)

This group was begun by Past PEI Chairman, Rob Emery. It has become a nurturing center for PEI leaders that have gone onto serving on the PEI EB and other NSPE Task Forces. In addition, this group has and will continue to generate new Products and Services that serve the members of PEI, especially targeted at Young Engineers and future engineers.

Scholarship (SCHOL)

The PEI Scholarship is a one time $2500 scholarship awarded to students who are in their upper years in an ABET accredited engineering degreed program. A NSPE PEI sponsor is required to ensure that the PEI members are involved in the scholarship applicant process and that the students are encouraged to become members of NSPE. Beginning with 2006-2007, the program will be updated to include a free student membership while the applicant is in school to allow the applicant to become involved earlier and to learn the value that NSPE provides.

Products & Services Development Committee (P&SDC)

In order to continue the process of providing products and services to our members, PEI maintains an incubation of new offerings. Additionally, PEI reviews its current portfolio to offer only items that are will be in demand. Product and service development require resources in both development and governance direct expenses and NSPE staff allocated expense for support. Two such projects that are being considered are a reincarnation of a PEI Distinguished Service and PEI Development Award. These awards, in the past, had special meaning, and will be rolled out in the 06-07 timeframe as a trial project. A formal business plan will be developed during this trial period and presented for the 07-08 year.


Computer and Software Engineering TF (CSWTF)

This programs purpose is to promote the development and inclusion of Software Engineers into the licensure path. The activities of the TF may include continuing education offerings, partnership with other interest groups or external organizations, etc.

Sustaining Sponsor (SS)

The goal of this program is to obtain financial support for projects designed to meet member and employers' needs. Some examples are the home page, New Product Awards, and others yet to be created. Sustaining Firms who make this sponsorship commitment are likely to support PEI activities and PEI membership for their engineering employees. In addition, this program provides recognition (if the sponsor desires recognition) and other services to employers who provide financial and other support to PEI activities.

PEI Interest Income (INT INC)

PEI practices good money management by carefully managing its Reserves that have been built over the years. These reserves offer a nice investment that is returned to PEI as non-dues revenue.

Voluntary Dues Check off (VOL DUES)

Many of our members choose to support PEI financially at the time of NSPE registration. This is a convenient and effective method of raising non-dues revenue.

PEI Distinguished Service Award (PDSA)

New program being investigated by PEI for inclusion in the 2007-2008 business plan.

PEI Development Award (PDA)

New program being investigated by PEI for inclusion in the 2007-2008 business plan.

Industry Tour & Visitation (IT&V)

This program has just been re-introduced after a hiatus. This program reaches out to supporters of licensure in the industrial community that are eager to open its facilities to NSPE members at the Summer Meeting. These tours are offered for possible PDH’s and include a Visitation with Senior Managers and NSPE/PEI’s Senior Leadership.

This program strived to promote the competent, ethical, and professional practice of engineering; enhance the image and stature of engineering professionals; align the structure, activities, and governance of the Society to optimize support and resources for all programs; and encourage joint participation by local, state, and national organizations in the process of executing employer visitations.

When conducting visitations, NSPE leadership and top representatives of companies meet briefly to determine industry's needs in areas of current or potential Society activities; familiarize industry management with NSPE; increase industry's participation in NSPE programs; and introduce industry to the advantages of licensure.


Additionally, this project supports the directives of the NSPE Industry Advisory Group, pursuing or implementing its recommendations when deemed appropriate by PEI leadership.

NSPE/PEI Innovative Engineering Award (PIEA)

The NSPE/PEI Innovative Engineering Award recognizes the best 7-12 grade engineering projects at regional science fairs sponsored by Intel. This program leverages the existing Intel International Science and Engineering (ISEF) system by using it to distribute more than 500 awards at schools across the country at minimal cost to NSPE. Students are given a pin with the NSPE / PEI logo along with a complimentary subscription to the PE magazine (formerly engineering times) It also provides a vehicle for state and local NSPE-affiliates to become involved in regional science fair judging and community outreach.

NICET/ASCET Collaboration (NICET)

NSPE’s alliance with NICET is strong and important. PEI has been a proactive force in ensuring this alliance. Past efforts included ensuring an MOU with ASCET was created, and a recent survey of industry to inquire regarding the use of technicians and technologists within industry.

PEI History (HISTORY)

Where and how far we go into the future is an important perspective. However, we must understand our past, and PEI has documented its past history in two published documents to date.

YEAC College Outreach (YCO)

The YEAC College Outreach is a new project that the YEAC group of PEI has developed to target a couple of University campuses and their engineering students as a trial. The idea is that an active College Chapter would be setup on the campus and work with the local NSPE Chapter and PEHE to keep student interested in NSPE through their time in Engineering School.

Merit Service Award (MSA)

Award generally issued to an outgoing or retiring Vice Chairman. The award is generally presented at the Summer Meeting by the PEI Chairman to the retiring Vice Chairman. The award recognizes his/her service to PEI. The award is coordinated by the PEI Staff Manager.

Outstanding Service Award (OSA)

Award generally issued to a Past Chairman after serving his/her term. The award is generally presented at the Summer Meeting by the PEI Chairman to the retiring Past Chairman and recognizes his/her combined service as Vice Chairman, Secretary, Chairman-Elect, Chairman and Past Chairman. The award is coordinated by the PEI Staff Manager.


Annual Leadership Training (ALT)

PEI holds training and experience in high regard for those members that are part of a project committee, Executive Board and / or YEAC group. We also recognize that these organizations need to provide a baseline of training so that we can ensure that members are prepared to lead PEI and not be overwhelmed. Training is done as part of the NSPE Summer Meeting during the PEI EB meeting. Making this an online session as well, with PDH’s is a possible consideration for the future.

Past Projects and Incubation

Through the years, PEI has had several projects that served a sector of Industry that were timely. These project should are currently retired, but should be constantly reviewed as their effectiveness. Also, PEI is always brainstorming on new ideas or incubation of new projects that are to be delivered in the future. The past projects are for the most part have been discontinued by PEI, however, they are listed here for purposes of providing an historical perspective and understanding when the project name is discussed.

Career Transition Program

This is a 4-part program described below. It began with a product called the Career Asset Manager (CAM). CAM is an excellent tool for early career decisions and for enlisting help in writing a standard resume. However, career transition decisions can be fraught with much more complexity when evaluating appropriate career direction(s) and determining means to proceed in those directions. The four parts are:

1) Self-help materials that are specifically designed for members involved in career transitions.

2) Career transition seminars conducted by trained professionals are available at national, regional, and state meetings; in addition they can be scheduled in major cities on an as-needed basis.

3) Counseling services are available at a discounted rate with career transition professionals such as career counselors and industrial psychologists. These services used to define/refine your attributes, strengths, and weaknesses, to develop your marketing plans, and to develop ideal job fit definitions.

4) A Mentoring Forum has been established with NSPE members that have experienced a career transition. These mentors can offer advice, assistance, and referrals in specific job markets and geographical regions.

Deregulation of Utilities

This project is series of panel discussions keeping abreast of latest developments in evolving deregulation of utilities. These discussions allow members that either are employed by utilities or are customers of the utilities to learn what is happening in other parts of the country. It allows them to ask questions of the players in person. This project allows networking opportunities with those directly involved with restructuring.

This project is a benefit to a significant segment of the membership in the Professional Engineers in Industry. This is also a benefit to their employers in industry.


In the future, PEI may decide to 'take this on the road' and hold independent seminars in major hub cities such as Chicago. This makes the seminar more available to more engineers. It also provides a positive image to NSPE and PEI through providing a major service to the utility industry.

Career Asset Manager

The Career Asset Manager (CAM) is a program and book available through PEI to assist the individual engineer to plan his/her. It includes a step by step evaluation of the individual's strong points and possible deficiencies for the overall career goal that is targeted. This course / seminar can be obtained by contacting the PEI Staff Manager. The book can be purchased from the NSPE Web Site. CAM was developed by IEEE.

Value Engineering

With a primary objective of defining the professional engineer's role in enhancing the value of a project while reducing contract costs, this PEI project is planning to conduct a seminar on emerging value engineering techniques at the Society's July annual convention in Detroit, Michigan, in 2001. Aimed at engineer in industry, the program will examine how value engineering is becoming a proactive tool to evaluate solutions for design, construction, and construction management.

In addition to the scheduled seminar, project members will develop a reference manual with published standards and certification guidelines for value engineering methodology, made available during the seminar.

Guide for Employed Engineers

Providing general employment information to the Society membership is the major thrust of this project—done primarily through the recently released Guide for Employed Engineers. This publication, developed and funded by the government industry and private practice divisions of the New York State Society of Professional Engineers (NYSSPE), is being marketed by PEI in cooperation with NYSSPE.

Authored in large by a legal counsel, the guide addresses the following: employment contracts, privacy rights, safe workplace conditions, compensation, discrimination, sexual harassment, whistle-blowing, assistance and legal services, professional society membership, and more. Cost is $15 per copy for NSPE members ($25 for nonmembers) plus shipping and handling.

Incubation

CAM Program PDH

Electronic Version of CAM

PEI BLOG

Ethics

Continuing Education

Emerging Technologies


PEI YEAC Bylaws

Nuclear Energy Utility

Sustainable Design in Industry


Sales and Marketing

Who and how large is our market?

The membership of PEI exceeds 6,000 out of more than 48,000 members of NSPE. Our members represent a number of disciplines, employers, technologies. Typically, our members are employed in engineering businesses and companies where licensure is not considered a requirement or not necessary for conducting business.

How will we be competitive?

On an annual basis, PEI shall review and perform a top-to-bottom analysis of each program and project. They will be reviewed for overhead and value added to the intended consumer and as well as a preliminary market survey of similar offerings will be made. After the analysis is completed, an engineering judgment will be made as to whether to continue the program or not.

An internal business plan will be created and maintained on file and be part of the annual review. Only after the PEI Chairman, PEI Staff Manager and PEI Past Chairman have signed off on the business plan, will it become part of the PEI Business plan that is presented to the Budget Committee. It is at this point the PEI Chairman assures that the program/project meets the criteria and original intent of the Future Directions Action Plan.

As an internal mechanism, PEI will include required metrics on its business plans. This will be an internal tool to measure success. Moreover, the PEI overall business plan will include a milestone section. This section will reference the three NSPE goals as required.

What pricing and sales terms are we planning?

PEI will typically base its products and services on market-tier pricing. In other words, it will structure one or more tiers into its pricing to accommodate members and non-members at market pricing. PEI feels that its offerings are unique to its potential consumer and, thus, will permit pricing based on what the market will bear. Generally, it has not been PEI’s desire to create and market commodity types of products and services. PEI feels that it can not be competitive in this arena.

How will we market our products or services?

PEI facilitates a multitude of communication avenues where its products and services will be advertised and marketed. These communication channels are in addition to the advertising infrastructure available through NPSE, NSPE Products & Services Task Force, State Societies, Chapters, NSPE Alliances, and other Interest Groups.

Currently those predominant and planned communication channels that PEI controls include, but not limited to the following:

Welcome letters/email to new PEI members

PEI E-news, articles, polls and surveys


Mass e-mails

Postcards and marketing of PEI sponsored programs

PEI brochure in NSPE new member kit

Participation in Professional Engineer (PE) magazine (Engineering Times) editorial content

Industry visits

PEI BLOG

Operating Requirements

Most of PEI’s products and services will be developed with volunteer time and resources. The delivery and support of the products and services will likely be done by NSPE staff and resources (i.e. computer, website, mailing, printing, etc.).

Some of the products will require direct expenses to ensure their success. Awards programs require plaques. Other programs may require volunteer travel, etc. In all cases, PEI is committed to delivery the product or services in the most cost efficient manner while ensuring quality.


Political Advocacy

Legislative & Government Affairs (L&GA) use a significant portion of NSPE's resources which is devoted to its Washington-based legislative and government relations activities on behalf of the engineering profession. Society officers and staff develop positions, present testimony, and organize grassroots support on dozens of engineering-related issues each year, such as product liability, technological competitiveness, hazardous waste, and energy policy. Most of the Society's 54 state and territorial affiliates conduct similar programs across the country. The government relations program gains further visibility through the NSPE-PAC which contributes to the Congressional campaigns for candidates who are sympathetic to engineering goals and viewpoints. PEI has a designated representative on the L&GA Committee. For further information, contact Legislative & Government Affairs, 703-684-2874 or [email protected].


NSPE Committees/Task Forces Descriptions8

PEI has an ongoing relationship with many of the NSPE Committees and Task Forces. These include the Standing Committees defined in the NSPE Bylaws as well as other Committees and Task Forces. This relationship that PEI has developed begins in the early part of each year around January and February, when the Chairman and Chairman-Elect develop a list of nominees to send to the NSPE President-Elect for endorsement as PEI representatives.

Ultimately, nominees that are selected at the pleasure of the President-Elect, but PEI provided a full slate of nominees to help facilitate the recruiting process and identify those that would fill a niche for supporting PEI. These individuals, after appointed, are expected to communicate with PEI on issues of relevance. Many times, these individuals are contacted to provide a Committee update written report for the PEI E-news. Contact the PEI Staff Manager for a PEI liaison on a particular NSPE Committee or Task Force. NSPE Committees and Task Forces are aligned to the NSPE Goals.

Listed below are the current NSPE Committees and Task Forces with descriptions.

Goal 1: State-National Partnerships

Standing Committees supporting this Goal

Legislative & Government Affairs Committee. Provides Congress and federal agencies with the engineering viewpoint on matters affecting the profession. Monitors and takes action on public policy where engineering input would be in the public interest.

Task Forces supporting this Goal

Communications Task Force. Improves the public’s understanding of the vital impacts that engineers, the engineering profession and NSPE have on society. Via timely, high-quality publications, correspondence and telecommunications, keeps the membership abreast of NSPE’s activities and major developments affecting the engineering profession.

Products and Services Task Force. Provides for and monitors a full range of high-quality NSPE member benefits that are cost-and-benefit competitive and responsive to the needs of members.

Goal 2: Value to Members

Boards and Standing Committees supporting this Goal:

Board of Ethical Review. Renders impartial opinions pertaining to the interpretation of the NSPE Code of Ethics. Develops materials, cooperates with NSPE segments and other engineering organizations, and conducts studies relating to ethics of the engineering profession. Oversees NSPE’s annual Milton F. Lunch Ethics Contest. Terms are for three years. Membership limited to 6 members + chairman. Members must be licensed professional engineers.

8 Information in this Appendix is taken from the NSPE Committee/Task Force Descriptions homepage of the “Members Only” section of http://www.nspe.org.


http://www.nspe.org/

Council of NSPE Fellows Executive Committee. Annually reviews applications for NSPE Fellow grade membership as submitted by NSPE state societies. Committee is comprised of a representative from each NSPE region who serves a three year term. MEMBERS OF THIS COMMITTEE MUST BE NSPE FELLOWS.

Licensure & Qualifications for Practice Committee. Monitors and evaluates current licensure laws, policies and trends as they enhance or impede the promotion of licensure and as they affect the qualifications of engineers for practice. Advises the NSPE Board and state societies on policies, practices and activities for engineering licensure.

Task Forces supporting this Goal:

Alliances Task Force. Identifies new opportunities for alliances and partnerships with other organizations to include government agencies, universities and those organizations whose mission relates to science and engineering and more closely aligns with NSPE’s new direction.

Continuing Education Task Force. Develops educational courses and opportunities for professional development for professional engineers. Now includes online seminars.

Convention & Meeting Development Task Force. Develops and recommends for approval the guidelines and procedures by which the NSPE Annual Meeting/Convention will operate. Assists in developing appropriate sessions and works with staff in melding them into a comprehensive, balanced and simulating convention program. Recommends facilities and locations for annual convention.

Critical Infrastructure/Homeland Security Task Force. Through a coordinated network of multidisciplinary engineering organizations, supports and promotes the cause of critical infrastructure protection and national security, while assuring the sound and ethical practice of professional engineering.

Honor Awards Task Force. Annually evaluates and selects recipients for the Distinguished Service Award, the Young Engineer of the Year Award, and the NSPE Award. Delivers recommendations on other awards, as required, to honor individuals who have made contributions to the engineering profession.

Interest Groups Task Force. Develops the template and standards for the creation and operation of interest groups and seeks advocates that would actually create the groups that are envisioned.

Leadership Development Task Force. Develops, coordinates and determines the delivery systems for leadership development programs within the National Society of Professional Engineers; programs are to be of benefit to states, chapters, regions and national to both develop new leaders and to improve the leadership abilities of those already in leadership positions.

Mentoring Task Force. Works to create online programs (including an online forum) that offer guidance and answer questions about professional/career development. Current programs include mentoring on licensure, career transition and other areas of interest to members.

Overruling Engineering Judgment. Studies the problems in large and small technical programs where engineering judgment affecting the public health and safety has been overruled by non-engineer managers; and proposes corrective measures.


Public Relations Task Force. Develops and implements an effective public relations plan and PR activities for the Society.

Goal 3: Membership Growth

Standing Committees supporting this Goal:

Membership Committee. Serves NSPE through development and implementation of effective, innovative programs for the recruitment, retention, and reclamation of NSPE members.

Diversity Task Force. Works to improve/expand membership diversity by adopting a multi-cultural focus on recruiting and leadership development.

Virtual Chapters Task Force. Charged with promoting virtual chapters by creating a standardized template to offer chapters.

Operations

Task Forces supporting this Goal:

Bylaws Task Force. Reviews and interprets provisions of the NSPE Bylaws and their application as required. Reviews and recommends amendments. Reviews state society constitutions and bylaws for conformity.

Implementation Task Force. Created in July 2005 to develop a plan of action for implementing the recommendations of the NSPE Future Directions Task Force which includes transitioning to a new mission statement, goals, objectives and governance structure leading to a more state-centric organization.

Metrics Task Force. In concert with the Implementation Task Force, develops steps by which the Future Directions Task Force action plan(s) can best be measured.

Policy Review Task Force. Annually reviews professional and administrative policies, operating procedures, and abstracts of joint society statements and policies for reaffirmation, deletion or revision as applicable to present conditions.

Sponsorship Development Task Force. Provides ongoing means for generating revenue by focusing on development of sponsorships for current and future NSPE conventions.

Technology Resource Advisory Group. Charged with identifying leading technology for use by NSPE and discussing visionary technology possibilities with NSPE.


Publications and Communications

Table 4 shows a complete list of Official PEI Publications indicating author, frequency of publication, next expected update, controlling authority and the method of distribution.

Table 4, Summary of Official PEI Publications. Table indicates publication’s frequency, controlling authority and dissemination method.

Title Frequency Next UpdateControlling Authority

Dissemination Method

Action Items Register (AIR)

Monthly Prior to next Telecon PEI Secretary Email to PEI EB

Agendas Monthly Prior to next Telecon PEI Chairman Email to PEI EB

Annual Operating Plan

Annual Late Spring PEI Chairman-ElectPEI Website, PEI Agenda Book

Master Plan 3-5 years As required PEI EB PEI Website

Meeting Schedule AnnualPrior to Summer Meeting

PEI Chairman-ElectPEI Website, PEI Agenda Book

Minutes Monthly Prior to next Telecon PEI SecretaryEmail to PEI EB and PEI Website

PEI Agenda Book AnnualPrior to Summer Meeting

PEI Chairman, NSPE PEI Manager

Email and paper distribution to PEI EB

PEI EB & YEAC Roster

AnnualPrior to Summer Meeting

NSPE PEI ManagerPEI Website, PEI Agenda Book

PEI E-news Monthly 15th of each month NSPE PEI ManagerEmail to all PEI members

PEI Expense Form9 Annual

Prior to Summer Meeting

NSPE PEI Manager PEI Agenda Book

PEI HandbookUpdated Annually

June PEI Chairman PEI Website

PEI HistoryAs Required

Late Spring PEI Chairman PEI Website

PEI Project Managers

AnnualPrior to Summer Meeting

PEI Chairman-ElectPEI Handbook, PEI Agenda Book

9 The PEI Expense Form is controlled and updated by NSPE Operating Procedure (OP) #54.


Title Frequency Next UpdateControlling Authority

Dissemination Method

PEI Project Reports

As Required

Prior to next Telecon PEI Secretary Email to PEI EB

Rules of Governance

Annual January PEI EBPEI Website, PEI Agenda Book

State PEI Chairman List

As Required

As required PEI Secretary PEI Website

Description

The following are descriptions of some of the publications included in Table 4.

The PEI E-news is a monthly electronic publication that is disseminated to all PEI members in an email format with url that take readers to additional article. The PEI E-news is edited by the NSPE Staff Manager and provide. This is the essential communications medium between the PEI EB and PEI members. All PEI members are encouraged to submit articles and ideas to the PEI Staff Manager for publication. Article are to be primarily related to PEI, and secondarily, have local significance to any NSPE member. Space is not limited.

The PEI Handbook requires annual update and occasional revision / rewrite which can be assigned to any member. The Handbook is intended to acquaint new members of the PEI organization and PEI EB.

Annual Operating Plan and Master Plan are defined in the Rules of Governance. The Annual Operating Plan is developed by the Chairman-Elect in the spring time prior to her/her term as Chairman. It is a comprehensive daily look at PEI’s activities planned for his/her term in office. The Master Plan is used for longer term planning and is generally reviewed every 3 to 5 years by a Committee appointed by the current Chairman.

A PEI History has been collected at intervals to remember the roots of the organization and the reason for the organizations being. Each State Chairman and each Regional Vice Chairman can update their particular History (Region and/or State) and forward it to the current PEI History Manager.


Appendix 1 – Geographic Areas of Regions

Operating Policy (OP) 73 describes 6 administrative regions within NSPE. The region boundaries are shown in Figure 2 and listed below.

Northeast Region

Connecticut, District of Columbia, Delaware, Maine, Maryland, Massachusetts, New Hampshire, New Jersey, New York, Pennsylvania, Rhode Island, Vermont

Southeastern Region

North Carolina, Panama Canal, Puerto Rico, South Carolina, Tennessee, Virginia

Central Region

Illinois, Indiana, Michigan, Ohio, West Virginia, Wisconsin

North Central Region

Iowa, Kansas, Minnesota, Missouri, Nebraska, North Dakota, South Dakota

Southwestern Region

Arkansas, Colorado, Louisiana, New Mexico, Oklahoma, Texas, Wyoming

Western Region

Alaska, Arizona, California, Guam, Hawaii, Idaho, Montana, Nevada, Oregon, Utah, Washington


Figure 2, United States map showing the 6 NSPE Administrative Regions. Note: Guam is not shown on the map, but is part of the Western & Pacific Region.

Appendix 2 – Refresher Courses for FE and PE Exam10

This Appendix explains how local PEI groups can help engineers to prepare for the engineering Fundamentals Exam and for the Professional Practice Exams. It has been our experience that the registration of engineers in industry is one of the best ways of promoting professionalism. It is also a fact that, due to industrial exemptions, most engineers in industry did not participate in the examination process at an early point in their careers. Therefore, one of the things inhibiting registration in many cases is lack of comprehensive aid to help the more mature engineers review the engineering fundamentals necessary for the examination.

Sources of Aid

Basically, study aids for the exams fall into four categories:

1) Correspondance Courses

2) Seminars

3) Courses

4) Publications

Material already exists in all four of these areas but the engineer looking for help is often unaware of what is available. Because of this, one of the easiest and most effective actions for the local PEI chapter is to disseminate the information contained in this report as well as any particular local information that may be necessary. Experience has shown that the following are the most effective means of information dissemination.

Individual Contact

Try to find an individual who will act as a central point of contact. It is a lot easier to remember that "Mr./Ms. Blank" knows what is available than to remember all of the details. The individual contact can then maintain a file on the most up-to-date information that comes his/her way.

State Board of Registration

This is undoubtedly the most important single existing source since every potential registrant must go through the board. It helps if the board can be provided with concise printed material and convinced to send it out.

Professional and Technical Societies

Professional and/or technical associations are great places for the registrant to turn for guidance - make sure they have the information or at least the name of the individual contact. The remainder of this report will dwell on the four categories of aid which can be made available.

10 Portions of this Appendix selected from 1998 PEI Handbook. Information contained herein, may not be complete up-to-date due to age of the material.


Correspondence Courses

For the engineer who wants more than a book and who is in an area where seminars and courses are not available, a correspondence course may be the answer. The correspondence courses on the market are generally priced higher, but many engineers feel they are worthwhile because of the feedback they provide.

In cooperation with the MGI Management Institute, Inc., NSPE offers correspondence courses in preparation for the Electrical, Civil, Mechanical, Chemical P.E. and E.I. examinations. More information is on the NSPE website at http://www.nspe.org/lc1-revw.asp.

Courses

A refresher course is another great way to prepare for an exam. NSPE suggests a variety of formats so that engineers may select the type of refresher course that best suits his/her style and needs.

Existing Courses

The first and easiest approach is to compile a list of those courses available in the community. This list is then disseminated as previously described. In most cases an exhaustive series of courses will not exist. In those cases the first approach should be to convince local academic institutions to institute the courses. A university with a curriculum in engineering is a great place to start. Be prepared - the university will want some indication that enrollment will be adequate before even considering setting up a course. We found that the universities are a bit inflexible in meeting our needs. For example, the Fall exams are in November, meaning a ten-week course must start about September 1. The university year typically starts October 1 and they often do not have the flexibility to accommodate a different schedule. In looking for a cooperative academic institution do not overlook the community colleges and Vo-Tech institutions. They may not have engineering staff, but they are often much more flexible in instituting adult education courses. If you work with such an institution you may have to provide some of the engineering expertise required for a successful course.


http://www.nspe.org/lc1-revw.asp

http://www.nspe.org/lc1-revw.asp

Appendix 3 – State Promotion of Industrial Professional Development Award11

The realization of the need to recognize industrial firms which have demonstrated outstanding performance in the development and enhancement of the engineering profession through their policies prompted the PEI division of the St. Louis chapter of the Missouri Society of Professional Engineers to develop a method to reach more companies and advise them of the awards program. A PEI award committee was established to set up the plan.

The committee obtained two very helpful publications which are available in most municipalities. One was the "College Placement Annual" published by the College Placement Council, Inc. This was obtained through one of the universities in St. Louis. The other booklet was "Large Employers of Metropolitan St. Louis" published annually by the Chamber of Commerce.

Using the "Occupational" Listing in the College Placement Annual, the committee members then crossed-referenced the list with the firms listed in the "Large Employer" list, which is sorted by the number of employees in each firm. The resulting tabulations listed approximately 125 firms in the St. Louis area which employed engineers. The "Large Employers" listing also included the company address and the chief executive of the firm.

The committee then divided the list among the members, and each one telephoned each company on the list, explaining our program and asking them to consider submitting their firm for the award. Some of the firms contacted said their engineering departments were located elsewhere or did not care to participate in our program. These firms were dropped from the list and the final listing consisted of 83 companies.

A letter was composed and mailed to each firm on the list, personally addressed to the individual previously contacted or referred. The text of the letter is included below. These firms which had submitted nominees from previous years were sent a slightly different form. With each letter there was enclosed a copy of the "short form", which was developed in St. Louis. Approximately three weeks were allowed for the response from the firms. Any firm which had not responded by a week past the requested date were telephoned and urged to return the form.

The PEI award committee met later to discuss the firms which had responded favorably to our contact. Copies of each firm's entry were distributed to all members and each company was discussed for possible selection. A candidate for a large company (50 engineers or more) and a small company were chosen for consideration by the full PEI committee which met the following week. At this meeting, the candidates were finally selected to be approved by the chapter board of directors.

PEI Policy No. 34-A

Industrial Professional Development Award



The Industrial Professional Development Award (IPDA) program is one that was originated by PEI, but ultimately became an NSPE award that is administered by the NSPE Professional Development Awards Committee, which is separated and distinct from PEI.

However, because the IPDA program is still very important to PEI since it can benefit both the individual industry engineer and also the industrial employer, PEI is committed to effective promotion and utilization of the IPDA. In addition, PEI makes recommendations to the NSPE PDA Committee for the betterment of the program. An excellent PEI publication on how to promote the IPDA is NSPE Publication 1438.

NSPE presents the IPDA each year at the Winter Meeting of NSPE to the firm judged by the NSPE PDA Committee to have the best and most progressive employment practices of those submitted by the state societies. In addition, an NSPE Regional IPDA may be presented to a company in each region other than the region of the national recipient if, in the judges' decision, there is an outstanding firm very close in achievement to the national recipient. There may be up to five Regional IPDA presentations.

The Regional IPDA should be awarded in a suitable ceremony at an appropriate time, such as a luncheon or dinner at the NSPE Regional Meeting held in the same year as the associated national award is made. Since it is an NSPE award, it should be presented by the NSPE Vice President for the region. If that person is not available, then another NSPE officer or the PEI Vice Chairman can make the award. If no NSPE Regional Meeting is held, or suitable arrangements cannot be made, then an appropriate statewide ceremony in the recipient's state should be arranged by the PEI Vice Chairman for that region. The PEI Vice Chairman, with the NSPE staff, should insure that publicity and public relations are maximized.

State IPDA programs, run by the state PEI organization, are encouraged to generate publicity for the state society, visibility for the state PEI, awareness of NSPE among employers and engineers, and good state nominations for national and regional recognition. In large states, regions of the state or metro area may wish to make local awards. If local awards are to be made, it is recommended that the statewide selection committee determine the local recipient and the state recipient.

Text of Example Letter Sent to Employers

The XYZ Chapter, National Society of Professional Engineers (NSPE), annually recognizes firms which have promoted professional development of their engineering staff. They are awarded the Industrial Professional Development Award. One award is for the firms with more than 50 engineers, and one is for firms with less than 50 engineers. The state winner is nominated for a national award. At each level the winner is honored with a plaque and certificate.

The greatest asset of this program is to give your company a method of annually reviewing your engineering policies and development. By filling out the attached form you can readily see the strong and weak points of your engineering employment practices.

We are interested in the engineering development programs of all companies. As a favor to MSPE, would you please reply in order to keep our programs and mailing directory up-to-date? Should you have any questions concerning the attached form, please feel free to contact me. We would like to have this form returned to the undersigned by _____________.


Appendix 4 – Guide For State PEI Organizations to Start A NPA Program12

This document is to serve as a guide to state societies working to start, renew or modify a New Product Award Program. This guide will also help to provide some consistency among states.

Selection of the Committee Chairman

Find a Champion (Chairman). You need to have a person who believes in the program and is willing to do what is necessary to get it going. This person must be someone not easily discouraged by "no". A "keep on going" attitude is necessary.

The Chairman seeks, encourage, and obtain three or four committee people. The committee must then define the program. Input and information from other state PEI New Product Award committees can be helpful.

Committee Member Roles

Divide up the various items previously listed that need to be completed among the committee members. Each member should develop a preliminary scope or proposal for their assigned task(s). The committee will then get together, review, rewrite or redo each member's input for each task.

Rules and Regulations

Review the rules and regulations used by other states and adapt to fit your particular state (see sample application). Particular attention needs to be given to assuring that state rules and regulations do not conflict with national and that the dates are such that you can submit the state winners for national consideration (NSPE entries due November1).

Governor's or PEI Award

Nearly all active programs have some degree of support by the Governor's office. To get this support initially can be fairly easy or quite difficult, depending on the Society's relationship with the Governor's office, Cabinet, Department of Commerce or someone (an inside contact) who can "pave the way".

Arrange to visit the State Governor with someone who has political clout. This may be the Society Executive Director, PAC President, lobbyist or an elected official who is a member or good friend of the Governor. If meeting with the Governor is not possible, meet with a close aide or staff person or the head of the Commerce/Business Development office. The meeting is to acquaint the Governor (or aide) with the program, the good politics for him and the state.

Be sure you have done all of the ground work beforehand. Know what criteria will be used for judging; how applications would be solicited, where they might come from, etc. In other words, be prepared by having done your homework.



Find out which agency would be best to work through and would be most likely to join in sponsoring the program. In some states it is the Department of Commerce, others it's Business Development, etc.

In California the program is sponsored by CSPE, California Department of Commerce, California Chambers of Commerce, Board of Registration of Professional Engineer & Land Surveyors and the California Manufacturers Association. In North Carolina it is sponsored by PENC, along with the North Carolina Department of Economic Development and North Carolina Economic Developers Association. In Wisconsin, WSPE & PEI, along with endorsements from Wisconsin Department of Development and Wisconsin Manufacturers and Commerce.

If you decide to have a state society or PEI award, the above can be omitted. Some states have started as a state society or PEI award program and then after a year or more of successful operation, sought the Governor's support.

Budget and Funding

Decide on the number of awards to be given and in what classifications. Most programs have awards for small, medium and large companies. Some recognize one per category, others may have first, second and third place or honorable mention, if appropriate.

Set appropriate cost for means of recognition (plaque or certificate). Will the program pay the judges expenses for travel to judging site? In some states public officials don't have funds budgeted for this and, if expenses aren't covered, the judging would be held at a location so there would be no need for them to travel or by using conference telephone calls.

Consider the cost of printing applications and cover letters. A big cost will be postage. The use of bulk mail can help control these costs but take into account the added delivery time. State Society office staff support and costs should be considered.

Also, consider if exhibit space will be provided at the time of presentation. If so, for which entries, all or just the winners. This obviously will depend on anticipated participation.

Where will funding come from? Will the state agency provide awards, send out applications or will the committee have to fund and do all of the work? Once the net cost to operate the program has been estimated, the source of funds can be evaluated; PEI budget, State Society budget, application fee.

Application fees vary greatly. Missouri doesn't charge any fee, where California has a $100.00 fee and Wisconsin charges $250.00. This will depend on each state's individual circumstances.

General Judging Criteria

Reference NSPE and State applications for stated criteria and adapt to your individual state's needs and desires.

Sources of Entries

Industries represented by society members, State Industrial Directories, State Chambers of Commerce Industrial Membership, State Manufacturers organizations, trade


publications, new product announcements incubator programs for new businesses at universities.

Application Form

Refer to samples of other state organizations and adapt to your needs and desires. Be sure to include an endorsement disclaimer statement (see application).

Judges

Representatives from the State PEI organization, NPA committee (usually chair), Governor's office and/or state agency involved other sponsoring organization representatives, and/or professors of manufacturing process programs. Be sure to notify the winners and losers in writing immediately after the judging. Those not winning should be congratulated on some aspect of their product and encouraged to enter another New Product next year.

Advertising & Public Relations

Get utility companies involved (economic development is good for their business). Good sources are industry contacts, political contacts and industry advertising/public relations departments. Have new releases about the program cleared and released, if possible, through the Governor's office or a state agency. The purpose of advertising (costs money) and PR (usually minimal cost) is to get the program known and recognized, to get completed applications and to publicize the awards. Ask the governor to sign a letter of introduction to include with your application mailing (see Alabama application).

Use State Society newsletter and magazine. Put out new releases through state Chamber of Commerce and manufacturers associations.

Presentation of Awards

The presentations of awards are usually made during the summer or winter meeting during society awards (North Carolina) or at a special awards luncheon or dinner (California). The awards are preferably presented by the Governor or a high-ranking state official. If appropriate press coverage is not arranged by the Governor's office, make sure the presentation does get media coverage.


Appendix 5 – Industry Relations Program Visitation Guidelines13

The NSPE Industry Relations Program is designed to open and maintain a constructive dialogue between NSPE and industry at the state level, and to foster cooperative action on programs and issues of mutual interest. Some of the specific objectives are as follows:

1) To determine industry's needs in areas of current or potential NSPE activities and how we might fill these needs. To obtain industry management viewpoints in the formulation of NSPE policy.

2) To familiarize industry management with NSPE and its programs.

3) To increase industry's understanding of and esteem for NSPE, its programs and its members.

4) To increase industry's participation in NSPE programs which benefit industry, NSPE and the public.

5) To introduce industry to the benefits of registration.

6) To encourage companies to participate in the Enterprise Membership Program. This program is explained below.

One means to these objectives is the visitation program. The State Society should take advantage of every NSPE officer's visits by calling on key industries while the officer is in your state.

State Societies are encouraged to establish an industry relations committee which should include the current state PEI chairman. The committee should be composed of individuals who are active at the state level and have a good interface with the state society president and the state executive committee. The committee should be charged with the responsibility of administering the Visitation program on behalf of the state society. One of the members of the committee should be designated as the program coordinator. Contact should be made with the selected industries in whatever way works.

Visitation Overview

Visitations should not be a ‘one-shot’ event. The purpose of visits is to begin a long-term relationship with the industry being visited. Plan the visitation for success by targeting the right company or plant. Plan for visitation activities that involve the company or plant beyond the visit. Assign a liaison person to the Company from the first visit on.

No two visits are the same and none should be approached in cookbook fashion. The visit should be designed for the highest impact. However, the following is an outline or checklist approach to planning and conducting a visit.

13 Portions of this Appendix selected from 1998 PEI Handbook and the January 2001 PEI Handbook. Information contained herein, may not be complete up-to-date due to age of the material.


Check List for Visits to Industry Management

(i) Pre-Visit Planning and Preparation

1) Assign responsibility for the visit to one person.

2) Contact NSPE Staff Manager or PEI volunteers to determine (a) history of prior visits, (b) history of prior contributions/sponsorship to NSPE, (c) potential for Enterprise Membership.

3) Identify the appropriate industry officer with authority over the bulk of the engineering work force (vice president for engineering, technical affairs, or research and development, for example).

4) Arrange initial contact through a personal friend or someone prominent in industry. Use the telephone for this initial contact.

5) Follow-up initial contact in writing and confirm all arrangements in writing.

6) Gather information on the industry including number of registered engineers, number of NSPE members, problems, and issues in the industry especially as related to engineering. Research on the company web site.

7) Arrange an agenda based on knowledge of the industry. Convey the tentative agenda to the person to be visited in advance and afford him/her the opportunity too contribute to it. Working with Membership Staff, prepare special presentation if the company is a candidate for Enterprise Membership.

8) Gather resource materials and either send in advance or leave with the person visited.

9) Discuss plans for conducting the visit with all members of the visiting team.

10) Identify a responsible individual for follow-through, follow-up visits, and long-term strategies.

(ii) Conducting Visits

a) Do's1) Arrive on time -- stay within time allotted.

2) Establish an informal and friendly atmosphere.

3) Build on shared interests (government affairs, energy, liability, education, public image of engineering and technology)

4) Offer to assist where possible (continuing education, professional activities for engineers, lobbying, community involvement)

5) Try to obtain a commitment for continuing contact, especially at lower management levels.

6) Arrange for completion of Enterprise Membership Contract, if proposal accepted.


7) Explain NSPE and its programs, especially the policy on registration of engineers in industry.

b) Don'ts1) Do not emphasize issues with a union flavor (wages, employment practices).

2) Do not hard-sell when introducing NSPE and its programs, especially as related to registration.

3) Do not create a "bargaining" atmosphere -- "if you do this, I'll do that".

c) Be sure to explain the resource materials you leave.

d) Arrange for a photograph of the meeting participants if possible.

(iii) Post-Visit Follow-Up

1) Complete Visit Report Form and send to the PEI Staff Manager along with photograph.

2) Send thank you letter.

3) Confirm any agreements reached, and any follow up actions.

4) Follow-through promptly on any promises you made promptly.

5) Pursue follow-up contacts promptly.

6) Lay ground work for next follow-up visit.

7) Be creative in ways to get them involved based on your discussions during the visit.

8) Communicate to state office if a potential candidate for any awards.

The Visiting Team

NSPE can be represented on state visits by current national officers or past national presidents who are visiting the state society at the time of proposed visitations. NSPE will advise state society's upon request of the travel schedule of NSPE officers to their state. The NSPE officer plus an officer of the state society, an officer of the state society PEI practice division, and a membership chairperson can be the core of the "visiting team" to the industry facilities. These visits will also serve as an introduction for continued visits by the state society officers who will be assigned the responsibility for on-going contact with the company/corporation in the state. Reports of visits should be recorded and sent to the PEI Staff Manager.

The visitation team should usually not include an employee of the industry to be visited in order to avoid any conflicts of personalities or interest. However, a local employee may be a good source of information on the industry and who might be the right contact for a visit.


Executive Selection

One important element to the success of the visit will be identifying the proper executive contact. A key ingredient in the visitation process will be an effective pre-visitation contact such as a letter or telephone call by a well-known and respected state society (NSPE) member employed by industry. The contact team should have geographic diversity, Society diversity (NSPE, state, chapter level members) and a management person employed by a different industry who is also a member of the state society.

Resource Material

The following is a list of materials to be sent ahead or left after the visit. Be selective, don't over kill.

Professional Edge Brochure

NSPE and State Annual Report

NSPE and State legislative agenda

NSPE Energy Statement, Water Policy Statement and other white papers, position papers, etc., on subjects of interest to the industry visited.

Issue Briefs

Professional Engineer (PE) magazine (formerly Engineering Times)

Enterprise Membership Contract

Specific Program brochures/booklets pertaining to programs of interest to industry

Support for pre-college education – MATHCOUNTS, Future Cities, and JETS.

National Engineers Week

PAC Brochure

Brochures on NSPE and its Education Foundation

Visitation Report

Date of Visit:___________________ Date of Report: ____________________

Name of Company Visited: _________________________________________

Address: _______________________________________________________

City:____________________________ State:________________ Zip: ______

Names/Titles of Company Contacts:

State Society making Visit:

Names/Titles of Visitation Team:


State Society Member Responsible for Future Visits (Name & Address):

Brief summary of Visit Results:

Subject identified of interest to company:

Decisions reached that require follow-up:

Materials to be sent to Company:

Proposed date for Next Visit To Company:

Visiting Team:

NSPE Assistance Required/Requested:

Name & Address of Member Completing This Report:

Return completed report to the PEI Chairman, Industry Tour & Visitation Project Manger or the PEI Staff Manager.


Appendix 6 – Benefits of IAG to NSPE14

Since its inception some 25 years ago, the Industry Advisory Group has provided vital and timely input and guidance to the Society as well as offering to the NSPE leadership a valuable industry engineering perspective.

Benefits to NSPE have included, but certainly are not limited to, the following:

The IAG is a valuable forum for members to share information with each other and network to promote their mutual understanding of how the engineering system in the United States works.

The advice and input from the IAG has had a significant impact on the development of NSPE policy and on NSPE lobbying actions in Congress, e.g., K-12 Education in Math and Science that includes better pay and compensation for math and science teachers, continuing professional competency, research and development tax credit, CO2 emissions and global warming, education tax credit, Clean and Safe Water legislation, women in engineering, the role of engineering in homeland security (NSPE is an active member of The Infrastructure Security Partnership (TISP), an “association of associations and agencies” who are collaborating on issues related to the security of the nation’s built environment. Together TISP members leverage their collective talents and expertise to help ensure a sound national infrastructure thereby guaranteeing the safety and protection of all Americans.)

The IAG has been valuable in identifying industry “hot buttons.”, i.e., those areas of importance/concern to engineers in industry and to the NSPE Professional Engineers in Industry practice division.

NSPE leadership have learned, through the IAG, about issues pertaining to engineering in industry that they would not have known about otherwise.

The development of an IAG White Paper entitled “The Changing Face of Engineering Employment in Industry” (1998) which addressed:

- Increased competition

- The pace of change

- Past employment patterns

- Upheaval

- Patterns for the future

- Performance-based competition

- Engineering education

- On the job education

14 Oswald, Nancy, Benefits of IAG to NSPE, 2004.


- Professional activities

How engineers can prepare and what industry will seek, i.e., communications and interpersonal skills, commitment to lifelong learning, continuing advanced competency in information technology, licensure, ethical standards, career planning

The White Paper concluded that professional and technical organizations will need to provide greater direct assistance in both continuing education and career management. Now, and in the future, educational institutions, professional societies, and employees and employers will need to establish forums so they can work together to make needed changes.

Over the years, NSPE and IAG have discussed the following issues:

- NAFTA

- Architect/Engineer Relationships

- Compensation Trends

- Increasing engineering enrollment for minorities and women

- Benefits of intern and co op programs

- Ethics in the Workplace and the proactive role of engineers in reporting ethical violations

- Licensure avocation and an appropriate licensure model

- Employment trends

Industries represented on the IAG over the last several years included:

The Stanley Works

DaimlerChrysler

The Boeing Company

Lockheed Martin

American Express

American Electric Power

DuPont Engineering

Textron Fastening Systems

Corning Cable Systems LLC

Progress Energy

Baxter International


Eastman Kodak

Colgate Palmolive Company

Pfizer Global Engineering

Cummins Engine Company

Sprint

Texaco

BellSouth Telecommunication

Goodyear Tire and Rubber Company

Eastman Kodak

Union Carbide Chemicals and Plastics

CSX Transportation

The Lear Corporation

Exxon Research & Engineering

Phillips Petroleum

Johnson & Johnson

Tenneco Packaging

Armstrong World Industries

3M

Enron


Appendix 7 – Introduction to Robert's Rules of Order15

What Is Parliamentary Procedure?

It is a set of rules for conduct at meetings, that allows everyone to be heard and to make decisions without confusion.

Why is Parliamentary Procedure Important?

Because it's a time tested method of conducting business at meetings and public gatherings. It can be adapted to fit the needs of any organization. Today, Robert's Rules of Order newly revised is the basic handbook of operation for most clubs, organizations and other groups. So it's important that everyone know these basic rules!

Organizations using parliamentary procedure usually follow a fixed order of business. Below is a typical example:

1) Call to order.

2) Roll call of members present.

3) Reading of minutes of last meeting.

4) Officers reports.

5) Committee reports.

6) Special orders --- Important business previously designated for consideration at this meeting.

7) Unfinished business.

8) New business.

9) Announcements.

10) Adjournment.

The method used by members to express themselves is in the form of moving motions. A motion is a proposal that the entire membership take action or a stand on an issue. Individual members can:

1) Call to order.

2) Second motions.

3) Debate motions.

15 Included verbatim from the NSPE Leader Handbook. This is used with permission from http://www.robertsrules.org.


http://www.robertsrules.org/

4) Vote on motions.

There are four Basic Types of Motions:

1) Main Motions: The purpose of a main motion is to introduce items to the membership for their consideration. They cannot be made when any other motion is on the floor, and yield to privileged, subsidiary, and incidental motions.

2) Subsidiary Motions: Their purpose is to change or affect how a main motion is handled, and is voted on before a main motion.

3) Privileged Motions: Their purpose is to bring up items that are urgent about special or important matters unrelated to pending business.

4) Incidental Motions: Their purpose is to provide a means of questioning procedure concerning other motions and must be considered before the other motion.

How are Motions Presented?

(1) Obtaining the floor

(a) Wait until the last speaker has finished.

(b) Rise and address the Chairman by saying, "Mr. Chairman, or Mr. President."

(c) Wait until the Chairman recognizes you.

(2) Make Your Motion

(a) Speak in a clear and concise manner.

(b) Always state a motion affirmatively. Say, "I move that we ..." rather than, "I move that we do not ...".

(c) Avoid personalities and stay on your subject.

(3) Wait for Someone to Second Your Motion

(4) Another member will second your motion or the Chairman will call for a second.

(5) If there is no second to your motion it is lost.

(6) The Chairman States Your Motion

(a) The Chairman will say, "it has been moved and seconded that we ..." Thus placing your motion before the membership for consideration and action.

(b) The membership then either debates your motion, or may move directly to a vote.

(c) Once your motion is presented to the membership by the chairman it becomes "assembly property", and cannot be changed by you without the consent of the members.

(7) Expanding on Your Motion


(a) The time for you to speak in favor of your motion is at this point in time, rather than at the time you present it.

(b) The mover is always allowed to speak first.

(c) All comments and debate must be directed to the chairman.

(d) Keep to the time limit for speaking that has been established.

(e) The mover may speak again only after other speakers are finished, unless called upon by the Chairman.

(8) Putting the Question to the Membership

(a) The Chairman asks, "Are you ready to vote on the question?"

(b) If there is no more discussion, a vote is taken.

(c) On a motion to move the previous question may be adapted.

Voting on a Motion:

The method of vote on any motion depends on the situation and the by-laws of policy of your organization. There are five methods used to vote by most organizations, they are:

1) By Voice -- The Chairman asks those in favor to say, "aye", those opposed to say "no". Any member may move for a exact count.

2) By Roll Call -- Each member answers "yes" or "no" as his name is called. This method is used when a record of each person's vote is required.

3) By General Consent -- When a motion is not likely to be opposed, the Chairman says, "if there is no objection ..." The membership shows agreement by their silence, however if one member says, "I object," the item must be put to a vote.

4) By Division -- This is a slight verification of a voice vote. It does not require a count unless the chairman so desires. Members raise their hands or stand.

5) By Ballot -- Members write their vote on a slip of paper, this method is used when secrecy is desired.

There are two other motions that are commonly used that relate to voting.

1) Motion to Table -- This motion is often used in the attempt to "kill" a motion. The option is always present, however, to "take from the table", for reconsideration by the membership.

2) Motion to Postpone Indefinitely -- This is often used as a means of parliamentary strategy and allows opponents of motion to test their strength without an actual vote being taken. Also, debate is once again open on the main motion.

Parliamentary Procedure is the best way to get things done at your meetings. But, it will only work if you use it properly.


1) Allow motions that are in order.

2) Have members obtain the floor properly.

3) Speak clearly and concisely.

4) Obey the rules of debate.

Most importantly, BE COURTEOUS.


Appendix 8 – How to Revive a State PEI Division16

How to Revive A State PEI Divisionby J. F. Drum, P.E.

New Jersey PEl Governor

Background

There are many excellent materials available for review:

1) NSPE Practice Division Handbook, Sections I and II.

2) "Planning and Executing a Successful PEI Seminar", NSPE Practice Division Handbook, Section II.

3) "Motivating Volunteers", an NSPE videotape.

4) "Planning and Executing A Successful Industry Workshop", NSPE 1977.

State Activity

For some states, two PEI meetings per year may be what the members want and need. Other states prefer to think in terms of the number of PEI "Projects" worked on (without regard to meetings). Still other Professional Engineers in Industry think that PEI should function solely through the local chapters of the State Society.

Only you can decide for your state.

New Jersey Approach 1980

During 1979-1980 there was no PEI activity of significance in New Jersey. The state society officers took a big step: they asked an Industry Professional Engineer to be the PEl Chairman and to get something (anything) started.

(The key is they asked someone to do something.)

Step #1

A PEI gathering was announced for Saturday morning at the State Society Annual Meeting (May 1980). Seven people showed up. This was used to allow for free exchange of ideas - there was no agenda. Many suggestions were made - few people volunteered to work.

16 Drum, P.E., John F, “How to Revive a State PEI Division”, 1989 PEI Handbook. Used in its entirety.


Step #2

It was the intuition of the PEI Governor that the seven "old timers" at the State Society meeting were not representative of the state. Further, the PEI Governor's desire was for program meetings (rather than business meetings and general discussion meetings as in years past).

Step #3

A survey was prepared and mailed to about 75 people (including everyone who had offered advice). The purpose of the survey was to determine what a majority of people would consider attending for a program. Advice was sought as to the best time and place for future meetings. The essence of the survey is as follows:

SURVEY

Please take a minute to indicate what you would be interested in.

1) What frequency of program? (weekly, monthly, quarterly ... ) Be specific.

2) What time of program? (all day, 6:30 p.m. - 8:30 p.m., 7:00 p.m. ¬10:00 p.m., weekends, ... ) Be specific.

3) Where do you prefer the programs? (Northern N.J., Basking Ridge, Somerville, ... ) Be specific.

4) What program content? (Tour RCA, Bell Labs, debate unionism, hear about AAES, calculator workshops by TI, ... ) Be Specific.

5) Other comments?

6) Do you wish to be on future mailing lists? Yes/No

7) Your name:

Address:

Telephone:

Please return all surveys by June 1, 1980 to: ....

Step #3 - Decision Time

Based on a light return of surveys, decisions were made to institute monthly, after-hours programs, centrally located in the state.

Step #4 - Ask

Major corporations were asked to provide speakers, tours and programs at company locations. Most large firms had Public Relations departments and were glad to help!


Step #5 - Advertise

A decision was made to pick the first Thursday of every month for the schedule year. The entire 1980-1981 program was announced in the summer of 1980. The essence of the schedule is as follows:

PEl Schedule for 1980-1981

These meetings are open to anyone interested in these subjects, or the advancement of Engineering.

First Thursday of the Month Subiect

September 4, 1980 Communication Networks for the 80's - Basking Ridge

October 2, 1980 An introduction to American Association of Engineering Societies (AAES) - Basking Ridge

November 6, 1980 Exxon Research - An operation electric car ¬Westfield December 4, 1980 Tour Bell Laboratories - Murray Hill January 8, 1981 Nuclear Energy PSE&G - New Brunswick February 5, 1981 Tour Union Carbide - Bound Brook March 5, 1981 Tour AT&T Long Lines Control Center - Bedminster April 2, 1981 Visit RCA Globecom - Piscataway May 1, 1981 Attend NJSPE Conference - Atlantic City

To put your name on the mailing list for Meeting Notices and maps call or write:

The key was to advertise all dates for the year. It was recognized that some date conflicts would occur. The decision was "full speed ahead." In the second year (1981-1982) the decision was made to use different nights of the week (Tuesday, Wednesday, Thursday, etc. ). The key was still to advertise the entire program ahead of time for the full year. The essence of the program schedule is as follows:

Tentative 1981-1982 Program Schedule

October 7, 1981 - Wednesday

Load Stirling Environmental Centre, Warren County, N.J. Operating solar-powered heating and cooling installation. Becht Engineering

November 5, 1981 - Thursday Foster Wheeler Energy Corp., Livingston, N.J. Coal liquefaction, shale oil recovery

November 7, 1981 - Saturday NJSPELS Semi-annual Delegates Meeting - Lakewood, N.J.

December 1, 1981 - TuesdayBurroughts Corporation, Warren County, N.J. Electronic displays and read-outs. Joint meeting with Society for Information Display (SID)

January 6, 1982 - WednesdayPicatinny Arsenal, Dover, N.J. ARDACOM Mechanical engineering problems with armament research and development.


February 4, 1982 - ThursdayLockheed Electronics Co., Inc., North Plainfield, N.J. Electrical and electronic engineering

March 2, 1982 - Tuesday Ebasco Services, Inc., Lyndhurst, N.J. Civil engineering and instrumentation.

April 7, 1982 - Wednesday

RCA Global Communications, Inc., Piscataway, N.J. Operating centres for international communications.

May 13-15, 1982 - Thurs - Sat NJSPELS 58th Annual Conference & Exhibition Golden Nugget, Atlantic City, N.J.

MARK YOUR CALENDAR NOW

PEl Program Manager

Step #6 - Coordinate

Most chapters and state society executives schedule are happy to reprint your schedule, but they must have it ahead of time! Many deadlines are 60 days in advance of publishing. The key to success is coordination links to all interested groups in your state (not just the active Professional Engineers Professional Engineers).

Step #7 - Play the Game

Everyone is "selling" something. You may be asking for attendance. You may be looking for helpers. Approach your State Society - ask for help. Ask everyone you see. If they say they can't help - ask them to give your meeting notice to a friend. Don't sell PEI without something to hand to them - like the meeting notice of the next program.

The rest has been documented elsewhere: plan the meeting in detail, meet the speaker, check out the facility, take attendance and take pictures, advertise the meetings afterwards. Brag! Tell your state officers, tell your PEI Regional Vice Chairman. Along with everything else you urgently need to get helpers to work with you. Ask! The following is the essence of a flyer to send to your engineers:

PICK YOUR COMMITTEE

Committees are now being organized to plan and direct all activities of New Jersey Professional Engineers in Industry. You do not need to be a Registered Engineer to serve on one of these committees.

Enter your name:

Enter business telephone:


Check your area of interest

____1981-1982 Program Committee

Plan, organize and conduct monthly meetings of general interest.

____Monthly Program Newsletter

Prepare, print and mail the monthly program notices.

____PEI Membership and Attendance

Work closely with Program Committee to attract new PEI members and retain the veteran PEI members.

____PEI Directory of Members

Compile and print an annual listing (with quarterly updates) giving PEI name, address, company, etc.

____PEI Finance Committee

Prepare budget, dispense funds, collect administration fees.

____Career Guidance Committee

Work with College, High School, or Junior High Schools orienting young people to careers in Engineering. Coordinate with JETS (Junior Engineering Technical Society).

____Career Day Committee

Participate in the Career Day to be held at New Jersey Institute of Technology, March 19, 1981.

____PEl Liaison with Chapters of NJSPELS

Maintain effective liaison with all 13 Chapters of NJSPELS. Plan joint meetings with PEI.

____PEI Representative to Legislative Affairs Committee

Meet periodically with the NJSPELS Committee which studies NJ legislation impacting our profession.

____Sponsor an activity at the NJSPELS Convention in Atlantic City

The annual convention will be May 14-16, 1981. Needed are program ideas; also individuals and companies to host hospitality suites or coffee and danish in the exhibit area.

____Other ________________


IMPORTANT

In New Jersey we have success with PEI "Steering Committee" meetings and minutes. Remember: volunteers need to be told what you want them to do. Be specific. (In industry, with our employees we frequently give "general" instructions and "hands off" management. We give employees a "challenge" and we "leave them alone." This is not appropriate for society - volunteer efforts.) Volunteers and appointees need your direction!

Above all else -- "Enthusiasm Makes the Difference!"

This paper on "How to Revive A State PEI Division" may be locally reproduced or modified. You are invited to send comments or questions to:

John F. Drum, P.E., District Manager - Engineering Professionalism

AT&T - Room 17-3353C2

295 North Maple Avenue

Basking Ridge, New Jersey 07920

Telephone: (201) 221-4908

Figure 3, Author, John Drum, P.E. (Left) and Past PEI Chairman 2001-2002, Douglas Benner, P.E. (Right).


Appendix 9 – Past PEI National Chairmen

1953 – 55 R. A. Blackburn, PE1956 - 58 Wayne E. Ault, PE1959 – 60 H. P. Cooper, PE1961 – 63 Richard G. Hoft, PE1964 – 65 William L. Crowder, PE1965 – 67 Keith L. McDaniel, PE1967 – 68 William M. Batchelor, PE1968 – 69 R. W. Decker, PE1969 – 71 Edward E. Slowter, PE1971 - 73 Donald D. Ledbetter, PE1973 – 75 Horace Lehneis, PE1975 – 76 Phillip R. Owens, PE1976 – 77 Lloyd L. Piper, II, PE1977 – 78 Robert W. Jarvis, PE1978 – 79 Lynn E. Arnold, PE1979 – 80 John J. Bonn, PE1980 – 81 Robert Salvin, PE1981 – 82 Louis Schindler, PE1982 – 83 Barry C. Rist, PE1983 – 84 William F. Rauch, Jr., PE1984 – 85 William Kilcullen, PE1985 – 86 James L. Pape, PE1986 – 87 Calvin M. Ochs, PE1987 – 88 M.C. (Bud) Lunsford1988 – 89 Jack D. Hinton, PE, F.NSPE1989 – 90 Clyde R. Tipton, Jr., PE, F.NSPE1990 – 91 William A. Rauh, PE1991 – 92 Dennis Leitterman, PE1992 – 93 R. Gary Finley, PE1993 – 94 Richard T. Berning, PE1994 – 95 Gale E. Sights, PE, F.NSPE1995 – 96 Gloria P. Holt. PE, F.NSPE1996 – 97 Kenneth B. Roy, Jr., PE1997 – 98 Edger P. Benoit, PE1998 – 99 Ralph Leidy, PE1999 – 00 Karen Pederson, PE, F.NSPE2000 – 01 Richard Guthrie, PE, F.NSPE2001 – 02 Douglas E. Benner, PE, F.NSPE2002 – 03 Robert W. Emery, PE, F.NSPE2003 – 04 Johnnie Theriac, PE2004 – 05 Clyde Nagata, PE, F.NSPE2005 – 06 Robert Becnel, PE


Appendix 10 – Engineers’ Creed

As a Professional Engineer, I dedicate my professional knowledge and skill to the advancement and betterment of human welfare.

I pledge:

To give the utmost of performance;

To participate in none but honest enterprise;

To live and work according to the laws of man and the highest standards of professional conduct;

To place service before profit, the honor and standing of the profession before personal advantage, and the public welfare above all other considerations.

In humility and with need for Divine Guidance, I make this pledge.

Adopted by National Society of Professional Engineers, June 1954


Appendix 11 – Bibliography

Annual Operating Plan 2006-2007; Published by Professional Engineers in Industry (PEI); June 2006.

Career Asset Manager, The; Published by National Society of Professional Engineers and The Institute of Electrical and Electronics Engineers (IEEE); New York, NY; Copyright 1996; ISBN 0-7803-2306-8.

Landguth, P.E.; Glenn, K.; Guidelines to Employment for Professional Engineers, 4 th Edition; Published by Professional Engineers in Industry; Washington, D.C.; Copyright June 2006 (In Process Review).

Memorandum of Understanding: American Society of Certified Engineering Technicians and National Society of Professional Engineers; <http://www.nspe.org/membonly/policies/mou-ascet.pdf>; 2005.

NSPE Business Plan - Professional Engineers in Industry (PEI) 2006-2007; Published by Professional Engineers in Industry (PEI); February 23, 2006.

NSPE National Leader Handbook; Published by National Society of Professional Engineers; <http://www.nspe.org/leadership/membonly/National_Leader_Handbook/natlead-home.asp>.

NSPE - PEI Young Engineer Advisory Committee Position Descriptions, PEI Chairman, April 2004.

NSPE Policy Handbook Winter 2005-2006; Published by NSPE Policy Review Task Force; Washington, D.C.; Copyright Winter 2006.

NSPE Publications; <http://www.nspe.org/leadership/membonly/National_Leader_Handbook/G-Publications,%20Web%20Site,%20Resources.doc>.

PEI Master Plan 2003; Published by Professional Engineers in Industry (PEI); February 22, 2003.

PEI Master Plan 2006-2009; Published by Professional Engineers in Industry (PEI); July 8, 2006.

PEI Rules of Governance and Operations; Published by Professional Engineers in Industry (PEI); July 2003.

Professional Practice Communities of NSPE 2006-2007 Plan; Published by the NSPE Vice President Practice Division Committee; February 2006.

Rauch, P.E., William F. (Editor); The Next Seven Years: 1991 to 1997, A Supplement to The First Thirty Years; Published by National Society of Professional Engineers; Washington, D.C.; Copyright 1997.


http://www.nspe.org/leadership/membonly/National_Leader_Handbook/G-Publications,%20Web%20Site,%20Resources.doc

http://www.nspe.org/leadership/membonly/National_Leader_Handbook/G-Publications,%20Web%20Site,%20Resources.doc

http://www.nspe.org/leadership/membonly/National_Leader_Handbook/natlead-home.asp

http://www.nspe.org/leadership/membonly/National_Leader_Handbook/natlead-home.asp

http://www.nspe.org/membonly/policies/mou-ascet.pdf

Robbins, P.E., Paul, H; Building for Professional Growth: A History of the National Society of Professional Engineers 1934-1984; Published by National Society of Professional Engineers; Washington, D.C.; Copyright 1984; ISBN 0-915409-00-3.

Tennant, P.E., Otto A. (Editor); Professional Engineers in Industry: The First 30 Years, 1991; Published by National Society of Professional Engineers; Washington, D.C.; Copyright May 1991.

Wright, Nick (Editor); The Changing Face of Engineering Employment in Industry, 3rd Edition, Published by the NSPE/PEI Industry Advisory Group; July 6, 1998.


Appendix 12 – Acronyms

AOP – Annual Operating Plan

ASCET - American Society of Certified Engineering Technicians

EB – Executive Board (PEI EB – PEI Executive Board)

F.NSPE – Fellow of NSPE

IAG – Industry Advisory Group

IEEE - Institute of Electrical and Electronics Engineers

NCEES - National Council of Examiners for Engineering and Surveying

NICET - National Institute for Certification in Engineering Technologies

NSPE – National Society of Professional Engineers

PDH - Professional Development Hour

PE – Professional Engineering

PEC - Professional Engineers in Construction

PEE - Professional Engineers in Education

PEG - Professional Engineers in Government

PEI - Professional Engineers in Industry

PEPP - Professional Engineers in Private Practice

ROG – Rules of Governance

YEAC – Young Engineers Advisory Committee


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