ENGINEERING IN ACTION
present practical value to licensed engineers. • Engaging with younger engineers to promote knowledge transfer and professional development. • Attracting engineering consultants and end-users and having them in Our work does not occur in isolation. We maintain active dialogue with oth- er EGSA committees and external organizations to ensure alignment and avoid duplication of effort. This inter- connected approach strengthens the industry’s overall technical foundation. Impact of Our Work The Engineering Sub-committee’s ef- forts have a tangible impact on the power generation industry: • Educational Content Develop- ment: By refining our list of course offerings and tailoring them to suit 45-minute sessions, we have built an impressive, tried-and-true cat- alog that will educate for years to come. • Innovation Enablement: By ad- dressing emerging technologies proactively, we create a framework that promotes innovation. These outcomes reinforce EGSA’s reputation as a trusted authority in onsite power generation systems, but with a focus on the broader engineer- ing community. attendance at conferences. 4. Industry Collaboration Challenges and Opportunities Like any technical body, we face chal- lenges: • New Kid on the Block: It goes without saying that anytime an or- ganization throws its hat in the ring to create a new outreach program, there are going to be growing pains and unforeseen challenges along the way. • Getting the Word Out: There is no educational content we could gen- erate that will attract consultants and end-users to attend our confer- ences, at least not all on its own. As a result, we are experimenting with
offering “midterm” sessions spe- cifically advertised for engineering professionals. • Resource Constraints: Volun- teer-driven committees must bal- ance ambitious goals with practical limitations set by their respective careers. However, these challenges also pres- ent opportunities. We are willing and able to grow and learn in a decade characterized by perpetual change. We are exploring new digital tools, such as webinars for collaboration and PDH/CEU certification. We are priori- tizing high-impact initiatives, and we can continue to deliver value to EGSA members by attracting consulting en- gineers and end-users. Future Goals Looking ahead, my priorities as Chair include: • Expanding Participation: Encour- aging more members to join and contribute, particularly those with expertise in engineering subject matter. • Enhancing Digital Resources: Developing online platforms for easier access to PDH and eventu- ally CEU Certification. • Strengthening Education: In- creasing our involvement in training programs to ensure that engineers entering the field are well-prepared for modern challenges.
We are committed to providing con- tinuous improvement and responsive- ness to industry needs. Conclusion Serving as Chair of the EGSA Engi- neering Sub-committee is both a priv- ilege and a responsibility. Our work shapes the technical backbone of the power generation industry, ensuring that systems are safe, efficient, and future-ready. Through collaboration, innovation, and a shared commitment to excellence, we advance EGSA’s mission and contribute to a stronger, more resilient energy infrastructure. As we move forward, I remain ded- icated to fostering an inclusive, for- ward-thinking environment within the sub-committee—one that empowers engineers to tackle today’s challenges and anticipate tomorrow’s opportuni- ties. l
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