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723 W Memorial Highway | Phone (701) 258-0786 | www.ndpelsboard.org


Strategic Plan

NORTH DAKOTA STATE BOARD OF REGISTRATION FOR PROFESSIONAL ENGINEERS & LAND SURVEYORS


MISSION STATEMENT TO SAFEGUARD LIFE, HEALTH, AND PROPERTY AND TO PROTECT THE PUBLIC WELFARE.


OUR VISION To lead regulatory excellence through promoting and proactively evoloving the engineer and land surveying professions.


Our Guiding Value

RELIABLE ETHICAL SUCCESSFUL PROFESSIONAL EXCELLENCE CONSISTENCY TEAMWORK


OBJECTIVE: IMPROVE INFO TECH Improvement of information technology is a primary goal. The overall objective is many faceted and includes a myriad of projects. Some objectives, such as web site improvement, can be readily accomplished. Others will be an ongoing objective. Different objectives can be met as technology develops to meet society’s needs.


Web Site

Digital Badge

Social Media

The Board’s web site is the primary contact mechanism for professionals who want to be licensed in North Dakota. Online forms and electronic submittal of support documents will be implemented. Improving our customer service and streamlining the application process to be faster and more efficient is the primary goal of the Board.

In our electronic world, an individual who has met certain requirements may want to display their credentials in the digital world. A digital badge demonstrates that a person has met certain requirements. It can be posted on social media sites such as LinkedIn. A digital badge cannot be copied or used by an unauthorized person.

Engaging in social media is the easiest way to reach a large amount of people. Additionally, a well established social media platform enables an agency to convey information quickly and efficiently. Social media is also a new frontier in regards to marketing the professions.

CPC Continuing education is a necessary part of professional licensure. However, obtaining continuing education credits should not be burdensome to registrants. The Board will begin creating an online library of quality continuing education programs. These programs will be available to all registrants at no cost.


Outreach

Talk to Kids

Public Education

Licensure

The Board has partnered with professional societies to create annual outreach events. These events have been very successful and have reached thousands of kids. Primary responsibility for these events is being transferred to the societies. This will allow the Board to widen its impact by working with other groups.

Career choice tendencies begin at a very young age. Talking to children about engineering and land surveying as career choices must begin with very young children. To accomplish this, the Board has developed a duplicable education program that has activities for the 4-16 age range. Board staff has already worked with several groups.

There are many misconceptions about the roles a Professional Land Surveyor or Professional Engineer play in the public’s everyday lives. The Board is developing a program to educate the public so they know how to obtain the best qualified professional for their project or their land boundary determination.

Licensed professionals have demonstrated proficiency in their profession and subscribe to a binding Code of Ethics. The Board will continue its efforts in promoting licensure.


OBJECTIVE: PROMOTE THE PROFESSIONS The national focus on STEM education has definitely turned the tide of declining enrollment in engineering and land surveying programs. This is great news for the safety and well being of the public because building and maintaining a qualifty infrastructure will always require competent professionals. Although the trend seems to be shifting, ongoing outreach efforts are needed. Research shows that children as young as 4 begin making decisions that impact their future career choices. Parents remain the primary influence on children’s career choices followed closely by...You Tube.


OBJECTIVE: REGULATORY EXCELLENCE Regulating professions requires careful application of law. The needs of the public must be balanced against placing undue burdens on the regulated community. Regulatory excellence can be achieved by creating and maintaining open dialogue with the public, registrants, and legislators.


Complaints & Identify Discipline Stakeholders A primary tenant of regulation is to identify all related parties who will be impacted by actions of the Board. The Board will establish communication networks to get feedback and input from all stakeholders. This may include but is not limited to mailings, committees, web sites, or social media posts. Communication is the key to success.

In addition to licensing qualified individuals, the Board must receive and act on complaints against professionals. It is a task the Board takes seriously. The current complaint process has been in place for over 20 years. The Board will evaluate and refine the complaint and investigation process to make it faster and more efficient.

Ethics Exam

Legislature

The Board believes that ethics are crucial to successful practice. As many other states have done, the Board is considering development of an online ethics exam that will be used for both initial applications for licensure and for renewal of existing licenses. As part of the consideration, the Board willl request input from stakeholders.

It is inevitable that laws and regulations need to be changed from time to time. The intiation of change comes from both the Board and stakeholders. The Board will create a process to manage legislative activities that includes all affected parties. This will create an efficient process that will be more successful for registrants and less burdensome on legislators.


MOVING FORWARD The Board of Registration is committed to serving the public and the professions. Among the objectives that are detailed in this Strategic Plan, a few areas such as communication, have been identified as needing additional focus. The Board will be working towards strengthing these areas while remaining committed to the other objectives.


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NDPELS Board Strategic Plan  

NDPELS Board Strategic Plan  

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