 |
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| Strategic
Plan From 1999-2002 |
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| Texas
Council of Engineering Companies |
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| Vision
Statement |
| Texas
CEC will be the dominant
voice promoting and protecting
the business and professional
interests of consulting
firms engineering the quality
of modern life. |
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| Mission
Statement |
| To
fulfill our mission, we
will: |
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Advocate
expanded business
opportunities and
a favorable business
environment; |
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Communicate
the image of consulting
engineers as vital,
effective, and trusted
leaders; |
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Provide
business practice
services and enhance
professional development
for all members; and |
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Expand
the organizational
structure to better
support membership
needs. |
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| Initiatives
to Accomplish Texas CEC’s
Vision and Mission |
| I.
Advocate expanded business
opportunities and a favorable
business environment. |
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| Priority
Objectives or Tasks |
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Maintain
an effective &
continuous program
of legislative advocacy |
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|
Build
and maintain coalitions
with relevant groups
in order to take common
stands on issues of
concern to consulting
engineers |
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Defend
and promote QBS |
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Protect
the existing level
of outsourcing of
transportation engineering
services at the state
level |
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Support
increased privatization
of engineering services
generally |
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Improve
the relationship between
consulting engineers
and client public
agencies |
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Support
and protect reasonable
limits on tort liability |
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Represent
the interests of consulting
engineers before the
Board of Professional
Engineers |
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Reduce
government competition
taking place through
the universities |
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Promote
environmental regulation
based on sound engineering
principles |
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Support
and protect the integrity
of undergraduate engineering
education as the basis
for practicing professional
engineering |
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Enhance
opportunities for
minorities in engineering
education. |
|
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| Lead
Committee(s): the
State Legislative committee,
with the assistance of the
TxDOT Committee, the AGC
Liaison Committee, and the
TSA/Interpro Committee. |
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| II.
Communicate the image of
consulting engineers as
vital, effective, and trusted
leaders contributing to
the quality of public life. |
| Priority
Objectives or Tasks |
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|
Educate
public policy makers
to seek out and consider
the opinions of consulting
engineers on key issues
affecting society
and the profession |
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Elicit
the general public’s
broad-based understanding
of and trust in consulting
engineers |
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Encourage
the best and the brightest
young people to pursue
a career in consulting
engineering |
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Build
public and client
trust and confidence
in QBS |
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|
Support
increased privatization
of engineering services
generally |
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Promote
service by consulting
engineers in positions
of public trust. |
|
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| Lead
Committee: Public
Relations |
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| III.
Provide business practice
services and enhance professional
development for all members |
| Priority
Objectives or Tasks |
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|
Offer
continuing education
programs and seminars
that support the business
management needs of
firms |
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Develop
manuals/pamphlets/documents
such as the best practices
guidelines, QBS for
subconsultants policy,
and letter form agreements |
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Offer
the Consulting Engineering
Leadership Forum program
as an educational
and leadership development
tool to firms |
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Offer
continuing education
programs and seminars
that enhance public
agency understanding
of the use of consulting
engineers |
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Develop
standard contracts
for professional services
in conjunction with
the Texas Municipal
League (TML) |
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Continue
to offer and seek
improvements in the
benefits programs
offered through ACEC’s
Trusts |
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Identify
and seek ways to provide
fundamental business
practice services
for small firms (e.g.,
accounting and payroll
services) |
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Review
Texas CEC’s
"Professional
Engineering Services"
document, revise it,
and better promote
its use. |
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| Lead
Committee: Business
Practices, with assistance
of TSA/Interpro Committee |
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| IV.
Expand an institutional
structure that supports
membership needs and organizational
growth |
| Priority
Objectives or Tasks |
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Enhance
efforts to recruit
new members and retain
existing ones |
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Increase
broader participation
in Texas CEC activities
from existing members |
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Expand
the number of activities
of the local chapters |
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Increase
resources available
to serve local chapters
and their issues |
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Encourage
greater participation
by young professionals
in member firms. |
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| Lead
committee: Membership
Committee |
