MY ACCOUNT
Strategic Plan
Our Vision
Driving a higher standard of professionalism of engineers for a safer tomorrow.
Our Purpose
To protect the public and maintain confidence in the profession by upholding the highest standard of engineering.
Our Values
Integrity
We are honest and ethical
Professionalism
We drive high standards and pursue opportunities to continuously improve
Accountability
We are accountable for our actions
Fairness
We treat everyone reasonably, equally and with respect
Independence
We make independent and objective decisions in a transparent manner
Strategic Priorities
2. Stronger Engagement
Our strategic priority is to develop and maintain strong relationships and engagement with all relevant stakeholders.
Strategies
- Create, maintain and improve strategic partnerships with key stakeholders, peak bodies, Government, Universities, Assessment Entities and other regulators
- Identify and address areas where engineering services are not provided by registered professional engineers
- Diversify and optimise communications and engagement channels to reach more engineers
Key Performance Indicators (KPIs)
- Develop and implement a plan for partnerships
- Develop and implement a networking and events plan
- Develop and implement a plan to establish and measure effectiveness of communications channels
3. Future Focused
Our strategic priority is to understand the future trends, risks and opportunities to inform and develop existing and new professional engineering regulations and standards.
Strategies
- Work collaboratively with relevant stakeholders to identify trends impacting on the profession and Professional Engineers Act 2002 (Qld)
- Be a leading authority in the progression of a National Professional Engineering Registration Scheme
- Ensure operational functions are resourced appropriately to meet future demands
Key Performance Indicators (KPIs)
- Commission white papers each year focussed on engineering trends, risks and opportunities
- Develop and advance a National Professional Engineering Registration Scheme
- Review and implement resourcing recommendations by the end of 2020
4. Our Independence
Our strategic priority is to continue to act independently, impartially and in the public interest.
Strategies
- Carry out the Board's functions independently and in accordance with the Professional Engineers Act 2002 (Qld)
- Review, develop and implement an updated suite of policies and procedures
- Be responsive to matters of public interest
Key Performance Indicators (KPIs)
- Undertake a review of regulatory functions by 2021
- Embed a suite of policies and procedures by 2021 and develop a review and implementation plan
- Plan, monitor and review responses to areas of public interest
5. Governance and Risk
Our strategic priority is to provide strong governance that optimises organisational performance and the management of our risks.
Strategies
- Operate within legislative obligations and demonstrate good corporate governance
- Review, update and implement internal governance procedures to strengthen operational functions
- Optimise risk management and reporting processes through the implementation, review and improvement of risk policies and procedures
Key Performance Indicators (KPIs)
- Identify areas for review and develop an implementation plan
- Document and review internal governance procedures
- Plan, monitor and review the management of risk by June 2021
Strategic Opportunities
Strategic Opportunities
Amend and improve the legislation to better protect the profession and the public
Revise the areas of engineering to reflect changes in engineering and synergise areas of engineering of a similar nature
Attract and support more women into the profession
Continue to improve relationships with key stakeholders, peak bodies and industry to provide a more responsive and efficient public service
Create a new provisional category of registration for recently graduated engineers bridging the gap between graduation and registration as a professional engineer
Establish international networks to understand how other countries regulate engineers and coordinate regulatory efforts
Educate RPEQs to maintain high standards and professionalism through education
Lead the discussion regarding a National Professional Engineering Registration Scheme
Strategic Risks
Strategic Risks
Reputational Risk
The Board recognises that it must uphold its reputation through proactive engagement with its stakeholders.
People Safety Risk
The Board is committed to people safety, both internally and externally, in its role as an employer and regulator.
Protecting the Public
The Board is committed to protecting the public by ensuring professional engineering services are provided by a RPEQ in a professional and competent way.
Governance
The Board places great importance on governance and compliance and has a low appetite for any breaches in statute, regulation, professional standards, ethics, bribery or fraud.
WHS Risk
The Board aims to make its workplace a stimulating, supportive and safe place to work.
People and Culture
The Board continues to build high performance, dedicated, professional and innovative capabilities of its staff, through empowerment and leadership development.
IT & Cyber Security Risk/Threats
It is a requirement to ensure the Board’s systems and processes operate effectively and securely.
Compliance to the Professional Engineers Act 2002
The Board has little appetite for failure to comply with the Act that include persons, stakeholders or entities performing professional engineering services and assessments, subject to the materiality and/or potential consequences of the event.