An Engine for Change - A Chronicle of the Engineering Council

1999-2001: THE HAWLEY YEARS 171proposal that the panel would initially be elected from the members of the EngC Senate whohad been elected by the Registrants (i.e. they were not to be Institution nominees); the Groupasked what had become of the “new, leaner organisation” if there were to be a carry-over ofstaff, premises and projects. The letter alleged that the Institutions were being marginalizedand concluded “For all that is done to spin this outcome to the media, Registrants andSenators, Engineering Council staff and business, you won’t solve the problems …. unlessInstitutions are accepted as the voice of their members ”.However, these reservations of the Institutions did not appear (at least at that stage) to affectsignificantly the outcome of the deliberations of the Shadow Board. Acting on the advice ofits six working groups a report was posted on the web-site in August (revised slightly on 24September 2001) and headed: ‘The Organisation and Structure of the Engineering andTechnology Board’. It proposed that the ETB Board should, through its actions,“conspicuously add value to the wider engineering community and to the community’s rolein improving the quality of life and creating wealth”. Within the structure of the ETB wouldbe a ‘New Regulatory Body’ (NRB) which would carry out broadly the regulatory andregistration functions of the EngC, including representing the UK overseas on engineeringqualification issues.The Role of the ETBIt was proposed that the ETB would be a company limited by guarantee and would havecharitable status. The Board, of some 15 members, would include representatives withexperience of:• The education sector• Business and industry in the wider engineering and technology community• Professional Engineering Institutions and associated bodies• Industrial and business training• Financial management• High level communication skillsIt would include the Chairman of the NRB and the Chairmen of any Panels established toassist the attainment of the primary objectives which were:1 – Start the reversal in the downward trend in the supply of people with qualifications andskills relevant to engineering and technology based careers and jobs.2 – Achieve a marked and noticeable shift in public attitudes towards an understanding of theimportance and value of engineering and technology in today’s economy.3 – Build effective and valued links with business and industry reflecting its real time andfuture needs.4 – Review and maintain the professional standards required to meet industry’s needs andmaintain an authoritative register of appropriately qualified individuals.A number of panels, each of up to twelve members, plus a Chairman, was proposed inrelation to these objectives. The panels were named as:• Life-long Development• Communications• Business and Industry© Engineering Council UK 2004