ENGINEERING IN ACTION
mission by: • Preparing technical content that can be used for conferences and webinars. • Developing PDH certificates that 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 other EGSA committees and external organizations to ensure alignment and avoid duplication of effort. This interconnected approach strengthens the industry’s overall technical foun- dation. 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 engi- neering community. attendance at conferences. 4. Industry Collaboration Challenges and Opportunities Like any technical body, we face challenges: • 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 specifically advertised for engineer- ing 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 prioritizing high-impact initiatives, and we can continue to deliver value to EGSA members by attracting consult- ing engineers and end-users. Future Goals Looking ahead, my priorities as Chair include: • Expanding Participation: En- couraging more members to join and contribute, particularly those with expertise in engineering sub- ject 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 chal- lenges. We are committed to providing con- tinuous improvement and respon- siveness to industry needs. Conclusion Serving as Chair of the EGSA En- gineering Sub-committee is both a privilege and a responsibility. Our work shapes the technical backbone of the power generation industry, ensuring that systems are safe, effi- cient, and future-ready. Through col- laboration, innovation, and a shared commitment to excellence, we ad- vance 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 challeng- es and anticipate tomorrow’s oppor- tunities. l
POWERLINE Winter 2025 | 39
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