Strategic development of the institution of engineers, Singapore

Abstract

This report would begin with a comprehensive introduction of IES, its history, organization structure, purpose of existence. The development of IES would be traced and discussed chronologically, with important issues highlighted and discussed. This report also assesses IES's performance in terms of its ability to attract and retain members, keep out of the red in its books and its contribution to society at large. The opinion of IES members as well as engineers outside the IES family were collected, analyzed and presented. These would assist IES in its future planning. IES underwent a major environmental change at about 1977/78 when its unique privilege of granting its members direct admission into the list of registered engineers in the Professional Engineers Board was revoked. IES did not respond adequately to fill the void left behind and began slipping in terms of rate of membership growth. Only after 1986/87 when IES, with the guidance of a Strategic Workshop, began to actively augment its service package to be of relevance to attract engineer membership. The desired results of these actions were more eminent only after a few years upon implementation. The fact that strategies designed and implemented by IES in due consideration of the recommendations made during periodic organizational strategic audits (1986 and 1991) reflected their usefulness and necessity. Recommendations were also made on how IES should manage its service offerings after considering its current environment, the survey feedback as well as input from other sources.