By Eng. Vaughn I. Lezama, B.Sc., FAPETT, M.ASCE, R.Eng.
Registrar, Board of Engineering of Trinidad and Tobago (BOETT)
CEO and Principal Engineer, Consulting Engineers Associates 2005 Ltd (CEAL)
Engineering is the backbone of every modern society. Behind every road, bridge, hospital, or water system lies the work of engineers who apply science and creativity to shape progress. Yet, the strength of any nation’s engineering output depends directly on its capacity to train, nurture, and retain engineers of competence, confidence, and integrity.
What Engineering Capacity Building Really Means
In simple terms, capacity building refers to deliberate initiatives that enhance the skills, knowledge, and practical abilities of engineers. Its pillars are education, training, mentorship, and—most importantly—sustained opportunities for meaningful work. Together, these create the foundation for engineering capability—the ability of a nation to design, manage, and maintain its own development.
Engineering capability is not a luxury; it is an essential driver of sustainable economic growth. It allows countries to become globally competitive while ensuring that their own people and institutions can meet national development goals using local expertise and resources.
The Trinidad and Tobago Reality
In Trinidad and Tobago, we face a familiar dilemma. Despite our strong academic foundation and a long tradition of technical excellence, the sustainability of our engineering services—and by extension, our national development—is under strain.
The University of the West Indies has, for over half a century, produced world-class engineers. Yet, the ecosystem needed to translate this academic output into a dynamic, thriving industry remains weak. Training and mentorship opportunities are limited, institutional support for the consulting engineering profession is minimal, and no comprehensive state policy exists to develop or protect our engineering consultancy industry.
Unlike in developed nations—where the role of the engineer is well-understood and highly valued—our profession often operates in the background. We seldom interact directly with the public, and our contributions, though vital, are not always visible. The irony is that while engineers build the infrastructure of modern life, the profession itself often struggles to build its own foundation for growth.
Why Local Engineering Capability Matters
True development is not merely the construction of physical assets—it is the continuous process of improving quality of life. Sustainable progress requires a parallel investment in our engineering capacity so that we can design, build, and maintain our nation’s infrastructure using local knowledge and resources.
When indigenous engineering capability is strong, we achieve three key outcomes:
- Efficient resource utilization – ensuring value for money and minimizing waste;
- Sustainability – maintaining our infrastructure long after projects are completed; and
- Economic independence – reducing reliance on foreign expertise while competing globally.
However, the decline in opportunities for local engineering firms tells a different story. Once-thriving consulting practices that employed dozens of engineers have diminished or disappeared altogether. This is not merely the result of economic cycles; it reflects deeper structural issues that stifle growth and erode professional confidence.
Barriers to Engineering Capacity Development
Some of the persistent challenges undermining engineering capacity in Trinidad and Tobago include:
- Limited recognition by the State and society of consulting engineering as a critical, knowledge-based industry;
- Outdated professional legislation that does not facilitate the enforcement of Continuing Professional Development (CPD) as a standard;
- Lack of state policy requiring technology and knowledge transfer when foreign firms are engaged on public projects;
- Diminished involvement of consulting engineers in project planning and design, with an overreliance on contractors and project managers;
- Bureaucratic inefficiencies that delay project execution, escalate costs, and weaken industry confidence;
- Politicization of development decisions, which often distorts priorities and limits merit-based participation;
- The rise of “Design-Build” procurement models that sideline engineering firms and waste technical resources; and
- Unfavorable contract conditions, delayed payments, and unrealistic insurance and bonding requirements that discourage professional participation.
A Way Forward: Building Engineering Capacity
To reverse this trend and unlock the potential of local expertise, a strategic and collaborative approach is required. The following initiatives are critical:
- State Recognition and Support – The Ministry of Works and Transport, in collaboration with the Board of Engineering (BOETT), must champion the regulated, structured growth of the profession.
- Professional Certification in Procurement – Under the Office of the Procurement Regulator (OPR), Board-Registered/Licensed Engineers should be a supplementary qualifier for participation in state projects.
- Active Role of State Agencies – Entities such as UDeCOTT and NIDCO should help identify skill gaps, promote mentorship, and support professional development across the sector.
- Internships and Mentorships – All major state contracts should include provisions for student internships and graduate engineer training.
- Strengthening Local Firms – Policies must encourage the growth of local consulting practices, enabling them to compete regionally and internationally.
- Partnerships and Knowledge Transfer – Joint ventures between local and international firms should be structured to ensure genuine capacity transfer, not dependency.
- Consistent Quality and Ethics – Firms must commit to systems that deliver quality design, sound engineering judgment, and professional integrity.
- Structured Dialogue – Regular engagement between state agencies and industry bodies should be institutionalized to address issues in procurement, payments, and policy.
- Transparency and Feedback – Post-tender debriefings should be standard practice, allowing engineers to understand and close competency gaps.
Conclusion
Sustainable development demands more than concrete and steel—it demands engineering strength. For Trinidad and Tobago, investing in engineering capacity is investing in our nation’s future resilience, competitiveness, and independence.
If we fail to support our engineers, we weaken the very foundation upon which development stands. But if we empower them—through policy, opportunity, and respect—we can build not just infrastructure, but a legacy of innovation and excellence that sustains generations to come.