a vision for the future of structural engineering: a case for change

A Vision for the Future of Structural Engineering: A Case

for Change

www.asce.org/Member-Benefits/ASCE-eLearning-Webinars

ASCE eLearning Webinars

Moderator

Jennifer Goupil, P.E., F.SEI, M.ASCE Director,

Structural Engineering Institute (SEI) of ASCE

One of 8 specialty Institutes of ASCE

The Structural Engineering Institute of ASCE was founded in 1996 Mission is to advance and serve the structural engineering profession More than 25,000 members More than 30 SEI Chapters including five Graduate Student Chapters.

SEI Overview

Speaker

Donald Dusenberry, P.E., SECB, F.SEI, F.ASCE SEI President

Senior Principal, Simpson Gumpertz & Heger Inc.

Outline

SEI Strategic Planning

Influences On Our Profession

Vision For The Future

Bridging The Gap

Initiatives Authorized by SEI Board of Governors

Last Slide First

Last Slide First

InnovationLeadership

The Board of Governor’sStrategic Planning

Strategic Planning

2008: SEI Vision Statement

Strategic Planning


2011: Strategic planning meetings Strategic Sketches

Strategic Planning


2011: Strategic planning meetings Strategic Sketches

2012: Task Committee on Expectations for Future Structural Engineers

Stan Caldwell Stan R. Caldwell, P.E., SECBDon Dusenberry Simpson Gumpertz & HegerJennifer Goupil Structural Engineering InstituteCherylyn Henry TY LinKeith Hjelmstad Arizona State UniversityJohn Hooper Magnusson KlemencicJim Malley Degenkolb

October 2013: Report issued

October 2013: Report issued

May 2014: Actions authorized by SEI Board of Governors

Influences On Our Profession

Key Influences

Technology

Globalization

Codes

Licensure

Education

Technology

Technology

It is not limited to computers and phones

Technology

It is not limited to computers and phones Sensors Monitors Photography Thermography Lasers Ground penetrating radar X-ray Lots more

Technology – what is it doing for us?

The “good:”


The “good:” Allows a higher order of engineering Allows us to check multiple options – to optimize Removes some drudgery


The “OK:”


The “OK:” Changes the way we learn Changes the way we develop intuition Changes the way we do quality control


The “ugly:”


The “ugly:” Turns analyses into black box processes Turns a significant fraction of our work into a commodity Reduces the workforce

Travel Agents

Drafting

Telephone Operators

Engineering

When I joined SGH

Drafters

Wordprocessors

All others

Technology

When I joined SGH

Drafters

Wordprocessors

All others

Technology

Now

Drafters

Wordprocessors

All others

Technology

Technology will: Change the way we solve problems Expand the types of problems we can solve Impact quality control Turn some of what we do today into commodities Reduce the number of engineers necessary to solve problems

Globalization

Globalization

Our education and our expertise historically have been the envy of the world

Globalization


Electronic communication opens the world

Globalization



The global market increases the pie

Globalization




It creates new responsibilities

Globalization





Are we equipped to work in a global market? Do we know the language? Do we understand the culture? Do we understand the construction industry? Are we versed in the regulations?

Globalization





Are we equipped to work in a global market? Do we know the language? Do we understand the culture? Do we understand the construction industry? Are we versed in the regulations? Are we too passive and parochial to be players?

Globalization

Globalization will: Create new threats Create new opportunities Require us to “change our minds”

Codes and Standards

Codes and Standards

The more comprehensive the better

Codes and Standards

The more comprehensive the better

Right?

Size of ASCE 7 – the Loads Standard

Fon

t Adj

ustm

ent

1972 1982 1988 1993 1995 1998 2002 2005 20100

100

200

300

400

500

600

700

Fon

t Adj

ustm

ent

ASCE 7 – The Loads Standard

Codes and Standards

Codes and standards need to stop: Setting priorities Stifling innovation and creativity Turning our thought processes into cookbook recipes Commoditizing our profession

Structural Engineering Licensure


Structural engineering is not a part-time job



It requires constant learning




Technology creates temptation




Technology creates temptation

Considering globalization, advances in technology, and evolution of codes, SE licensure is essential


Professional licensure needs to: Restrict practice to those qualified Require meaningful continuing education

Education

Education

Is it serving our profession?

120

130

140

150

1925 1950 1975 2000

Year

Cred

its/H

ours

for B

SCE

2025

160

Per STAN R. CALDWELL, P.E., SECB [email protected]

Undergraduate Education

Medicine

Law

PharmacyArchitectureAccounting

Occupational Therapy

9

8

7

6

5

4

3

2

1

0

Year

s of

For

mal

Edu

catio

n

1900 1920 1950 1980 2014


Formal Education

Medicine

Law

PharmacyArchitectureAccounting

Occupational Therapy Engineering

9

8

7

6

5

4

3

2

1

0

Year

s of

For

mal

Edu

catio

n

1900 1920 1950 1980 2014


Formal Education

Education

Strong pressure to grant degrees in 4 years

Education


Ever-expanding body of knowledge

Education



Impetus to have new skills

Education



Impetus to have new skills

We drive away those with the new skills

Education

Where do the Bachelors go?

Education Based on Size of Firm


Bachelors


Bachelors

Masters

Education Based on Type of Project


Masters dominate: Healthcare Institutional High-rise Stadiums


Masters dominate: Healthcare Institutional High-rise Stadiums

Balanced: Commercial Industrial Educational Multi/single-family Bridges

Education

Internships, mentoring, continuing education

Education

Engineering education needs to: Broaden the skill set Teach innovation and creativity Prepare the engineer for the world marketplace Be seamless with practice Continue for life

Strategic Issue: Technology

Rate of technology development has outpaced our ability to leverage it

Strategic Issue: Globalization

Global opportunities and threats have changed the playing field and our

responsibilities

Strategic Issue: Innovation

Codes, standards, risk aversion, and the educational system have stymied

innovation

Strategic Issue: Education

Traditional models for educating structural engineers are obsolete

Strategic Issue: Leadership

Muted respect on project teams and vague public identity limit our influence

SEI Board of Governor’s Vision

Vision

Unique, fully engaged profession Integrating factor in project View policy, aesthetics, finance as important details Able to articulate the vision for the profession Renowned for curiosity and commitment to learning Seen as the leader Policy leaders for infrastructure and sustainability Moving away from building codes as primary tool of the profession Integrated with other disciplines in the industry Eager to embrace design of any structure in need of engineering Engaged in a bold and enlightened educational format

Vision

Recognized for maintaining public safety, managing risk, economic and sustainable use of resources, while creating inspiring structures Technical competence Productive use and development of technology Use of new materials Broad vision of infrastructure Commitment to add value to any professional conversation related to

infrastructure Leverage changes in design environments, new technologies, and economic

forces to improve the future

Vision

Stewards of the built environment Engage in rehabilitation, reuse, resource preservation Serve markets outside the US Grow specialty firms and beyond-code practices Deal with commoditization of some of the traditional engineering portfolio

Vision

Attractive to the best and brightest Play essential role in conception, influence, and leadership in daring designs Embrace and articulate a passion for addressing world’s key infrastructure

and environmental challenges Become globally competitive and fully embrace the world’s cultures Lead development, implementation, and use of new technologies Have effective professional development mechanisms for seamless

progression from formal education to leadership Demonstrate motivation and sincere drive to develop creative and innovation

solutions

Bridging the Gap

Key Questions

How do we keep the profession vibrant?

How do we attract the best and the brightest?

Technical Skills

Always a strong suit for structural engineers

We have been masters of arcane facts, experts on the code

Technical Skills

Always a strong suit for structural engineers

We have been masters of arcane facts, experts on the code

In the future, technical skills will lean heavily toward synthesizing from knowledge condensing vast amounts of information applying conceptual engineering fundamentals having intuition

Soft Skills

Engineers will enter workforce at higher level

Soft Skills

Engineers will enter workforce at higher level

More effective mastery of soft skills will be needed

Broad Professional Abilities

Technology needs to be a tool to enhance our designs, not a replacement for our skills

Turn our abilities toward overall enhancement of the total project and to solving new problems

It is all about innovation and leadership

It is all about innovation and leadership

Bridging the Gap

Bridging the Gap

Promote Performance Based Design

Bridging the Gap

Promote Performance Based Design

Champion the trend toward performance based design.

Bridging the Gap

Collaborate with Other Professions to Solve Common Problems

Bridging the Gap

Collaborate with Other Professions to Solve Common Problems

Lead the charge, and pool our resources.

Bridging the Gap

Lead Sustainability

Bridging the Gap

Lead Sustainability

Equate designing for sustainability with designing for cost efficiency.

Bridging the Gap

Apply Skills Beyond Structural Engineering in Traditional Construction

Bridging the Gap

Apply Skills Beyond Structural Engineering in Traditional Construction

Play a larger role on the construction project team.

Bridging the Gap

Apply Skills Beyond Traditional Construction

Bridging the Gap

Apply Skills Beyond Traditional Construction

If the problem involves managing force and motion,we can solve it.

Bridging the Gap

Drive the Process of Technology Development

Bridging the Gap

Drive the Process of Technology Development

Where we see need, we imagine the technology.

Bridging the Gap

Be Global Leaders in Structural Engineering

Bridging the Gap

Be Global Leaders in Structural Engineering

Think like a global leader, act like a global leader, be a global leader.

Bridging the Gap

Embrace Other Cultures

Bridging the Gap

Embrace Other Cultures

Think responsibly, act responsibly.

Bridging the Gap

Commit to Life-Long Learning and Professional Advancement

Bridging the Gap

Commit to Life-Long Learning and Professional Advancement

Develop meaningful mentoring, quality control, continuing education, professional licensure.

Bridging the Gap

Reform Undergraduate Education

Bridging the Gap

Reform Undergraduate Education

Infuse our profession with a broader skill set.

Bridging the Gap

Create Professional Schools

Bridging the Gap

Create Professional Schools

Build on that skill set to create engineers qualified for the future.

Bridging the Gap

Put Faculty in Practice and Practitioners in Schools

Bridging the Gap

Put Faculty in Practice and Practitioners in Schools

Remove the “airlock.”

Bridging the Gap

Reinvent Engineer-in-Training Concept

Bridging the Gap

Reinvent Engineer-in-Training Concept

Blur the line.

Initiatives Authorized by

SEI Board of Governors

Initiative 1 - Technology

Lead summits with other organizations to identify areas of mutual interest and

collaboration in education, training, and development of technologies that

promote structural engineers.

Initiative 2 - Globalization

Establish the SEIInternational Activities Division

to advance the role of SEI members on the world stage and to facilitate

development of skills to thrive in the global market.

Initiative 3 – Codes and Standards

Establish a standing committee to champion performance-based codes

and standards.

Initiative 4 – Formal Education

Establish and charge a committee of academics and practitioners with developing and advocating for a

fundamentally new system of undergraduate and professional

education.

Initiative 5 – Life Long Learning

Establish a committee of like-minded organizations to recommend

enhancements to ensure meaningful and high quality continuing education.

Initiative 6 - Mentoring

Establish a committee to advocate for and implement effective mentoring.

Initiative 7 – Professional Licensure

Promote SE licensure by supporting the Structural Engineering Licensure Coalition and its mission to advocate for SE licensure in all jurisdictions.

Initiative 8 - Promotion

Designate a champion to promote the structural engineer as a leader and

innovator.

Promote

InnovationLeadership

Promote

www.ASCE.org/SEI

www.ASCE.org/SEI

Don DusenberrySimpson Gumpertz & Heger Inc.

[email protected]

Q & A

PLEASE SUBMIT YOUR QUESTIONS NOW.

Donald Dusenberry, P.E.Jennifer Goupil, P.E.

SEI membership free with ASCE membership!

Advance your career: • Build your network

Get Involved: Join your local SEI group Participate on an SEI committee

You will receive: SEI Update e-newsletter STRUCTURE and Modern Steel

Construction magazines Member rate on conferences,

continuing education, publications

Get Involved

Thank you!

Visit www.ASCE.org/SEI

SEI Director Jennifer [email protected]

a vision for the future of structural engineering: a case for change

Documents

technology slide

engineering slide

globalization slide

profession slide

phones slide

change slide

drafting slide

workforce slide