NSBE Strategic Articulation - FINAL - Draft in Progress

NSBE Strategic Articulation - FINAL - Draft in Progress

STRATEGIC ARTICULATION MAP nsbe.org

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GAME CHANGE 2025 2020 - 2025 STRATEGIC PLAN

OUR PURPOSE TO INCREASE THE NUMBER OF

CULTURALLY RESPONSIBLE BLACK ENGINEERS

WHO

POSITIVELY IMPACT THE COMMUNITY

EXCEL ACADEMICALLY

SUCCEED PROFESSIONALLY

NATIONAL SOCIETY OF BLACK ENGINEERS

TABLE OF CONTENTS

Prelude to Game Change 2025

3

Vision

8

Vision Snapshots

9

Dierentiators

12

Headline Indicators

13

Measure and Manage

14

The Community-career-community-continuum:

15

Re-envisioning The NSBE Journey

Ready! Pre-collegiate Engagement: Helping NSBE Pre-collegiate Be Ready & Rise!

16

Set! Scholastic Achievement:

21

Helping NSBE Collegiate Graduate With 3.2 GPA Or Better

Go! Professional Advancement:

27

Helping NSBE Professionals Succeed & Soar!!

Strategic Priorities

31

Critical Iniatives

31

Appendix

Priorities

48

Implementation Strategy and Plan

50

VISION CONSTRUCTION

51

Timeline

54

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NATIONAL SOCIETY OF BLACK ENGINEERS

OUR PRELUDE

GAME-CHANGE 2025 CATAPULTING BLACK ENGINEERS TO TRANSFORM STEM & SOCIETY

Transformation. The Year 2020 may well go down in American and world history as a societal inflection point - a moment of dramatic social change. When you add up the life-changing events - a worldwide pandemic; incalculable human losses; multi-city and world-wide protests; an inescapable awareness of persistent racial and economic

Game-Change 2025: For A New World Being Born Plain and simple. For NSBE and the world, it is time to make a change - a GAME-CHANGE! Based on a series of facilitated sessions with NSBE’s exceptionally configured Strategic Planning Taskforce (SPTF), our empirical investigations and powerful conversations with NSBE’s stakeholders, we believe both its members and the World are asking NSBE a fundamentally new and dierent set of questions. What Got Us Here: Legacy and Excellence NSBE has long been committed to realizing it's purpose through its vision and mission. NSBE Vision - We envision a world in which engineering is a mainstream word in homes and communities of color, and all Black students can envision themselves as engineers. In this world, Blacks exceed parity in entering engineering fields, earning degrees, and succeeding professionally. NSBE Mission - The mission of the National Society of Black Engineers is "to increase the number of culturally responsible Black Engineers who excel academically, succeed professionally and positively impact the community." At this critical time with a shifting landscape and a well equipped and seasoned leadership corps, NSBE faces the challenge of asking a fundamental question: Will what got us here, take us there? Be More, Do Dierently In the face of all these profound changes, how can NSBE BE MORE of who it is at its deepest core - a safe haven, a launching pad, a profound, life-changing, academic professional community that unlocks potential, cultivates confidence and changes lives? In addition, as NSBE members confront profound needs for learning agility, grit, and spaces for renewal to succeed as Engineers, NSBE will have to build and embrace more inclusive ways to document members’ needs to help them thrive in the evolving Engineering and STEM workplaces. NSBE is also being asked how it can DO DIFFERENTLY - how can it innovate, experiment and refine new ways oering its distinctive value and support to its members and stakeholders. New Callings: Solution-Finders, Change Agents and Community Builders Finally and perhaps ultimately, we believe NSBE is being called to be and do more than create technically-proficient, Black engineers and diverse STEM talent. We see NSBE positioned to build generations of solution-finders, change agents and community builders able to cycle back into the waiting worlds of the beautiful (but sometimes beleaguered) Black communities from which its talent members are drawn, and also into the broader World stage where their gifts of imagination, diversity and unique leaderly presence will enliven the broader industry. The following Strategic Plan (we creatively called Strategic Articulation Map) is a down payment and point of entry into all the game-changing realities of a New World being born.

inequality; and unprecedented

financial shock waves - the clear crescendo is disruption.

Jocelyn Jackson, Chair, National Board, National Society of Black Engineers Karl W. Reid, Ed.D, Executive Director, National Society of Black Engineers

C. Milano Harden, President & CEO, The Genius Group/TGG Reggie Hammond, Senior Strategist, The Genius Group/TGG Auston Kennedy, Shanice Shaunders, D’Andre Waller, Research Associates, The Genius Group/TGG

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NATIONAL SOCIETY OF BLACK ENGINEERS

READY, SET, GO!! A BOLD BUT BALANCED STRATEGIC DIRECTION

Opportunity In the Crisis The Chinese characters for Crisis ( 危机 ) embody both danger and opportunity. For well-prepared

Black Engineers and diverse STEM professionals all of these environmental uncertainties (i.e. the global COVID-19 pandemic and the nation's ongoing confrontation with systemic racism) may collide into unprecedented opportunity. Mainly, because at the heart of the desperately needed medical, environmental and social innovation are all the things engineers do best - solve problems, design solutions and build futures.

At its best, the engineering mindset focuses on blending creativity, method, imagination and a unique set of skills to transform problems into just-in-time, real-world innovation. 2020 has opened a new era that may be best characterized as a time of dramatic, accelerated change. Black engineers will be called upon to use their creative imagination to confront, tackle and solve a whole range of novel technical and adaptive challenges. In many instances, real lives and community well-being will hang in the balance. Paradox: Strategic Planning Amidst Disruption The Leadership of the National Society of Black Engineers (NSBE) recognizes that despite the uncertainty, disruption, and chaos happening around us, a focus on defining a clear strategic direction is even more critical in such times if we hope to see NSBE's mission achieved. Against this rapidly shifting backdrop towards novel global challenges and dramatic social change, the National Society of Black Engineers’ (NSBE) Strategic Planning Task Force (SPTF) undertook its strategic planning exercise. Given what has always been at stake for Black communities – full access and inclusion to equitable career opportunities in the context of the STEM field’s particularly slow embrace of diversity and inclusion and America’s systemic racism - the exercise sought to build upon NSBE previous bold 2025 Goals to graduate 10,000 Black engineers/year and encourage 7th-12 graders to imagine themselves and pledge to become tomorrow’s engineers.

Game-Change 2025 arms that Black engineers reflect one of the Black communities' sturdiest connections to the booming global STEM economy and the pay advantages and wealth-building potential associated with these fields. Given these pressing practical and social equity concerns, NSBE’s mission could not be more salient - to increase the number of culturally responsible Black Engineers who excel academically, succeed professionally and positively impact the community. Game-Change 2025 more sharply focuses the NSBE’s attention on strengthening this Community to Career to Community Continuum and the programmatic quality and infrastructure within and between each core developmental lane or pathway. This bold but balanced move better positions NSBE to balance the never-ending teeter between innovation and stability. On one hand, NSBE can take

The Community-Career- Community-Continuum

Community

Professional

Pre-Collegiate

Collegiate

4

NATIONAL SOCIETY OF BLACK ENGINEERS

advantage of point-in-time opportunities to advance its cherished 2025 goal to produce 10,000 Black engineers; while also deepening its operational and financial resilience, measurement capacity and continuing to diversify its revenue streams. The Power of Good Questions The strategic planning exercise was anchored by three central questions - a question of strategic vision and identity, one of strategic action and direction, and finally one of capacity and pragmatism:  Strategic Vision: Who is NSBE at its core, and what impact does it want to have in STEM, the Black community and broader society? While NSBE Vision statements answer this definitively, we employed the concept of ‘Vision Snapshots” to what NSBE vision commitment might actually create in the world in the future - a strong and steady stream of graduating college and graduate students, etc. See the Vision Snapshots examples to stir your imagination.

 Given this Strategic vision, we next explored what Strategic Direction & Pathways have the most vitality and promise to express NSBE’s vision and identity?

 Finally, what will it take in terms of capacity and competency over the next 4 years to achieve these ambitions?

These questions - especially the last - come with a cultural twist. They ask NSBE to evolve a new kind of cultural flexibility that allows it to “course create and correct” (when needed) and in the moments when rigor counts to more systematically document and measure progress.

Leveraging Accelerators, Navigating Inhibitors From this strategic planning exercise’s start to finish, the environment around NSBE - as a member-serving professional society - was rapidly changing. Timely research by McKinley Advisors 1 and the Association Lab 2 provided some clear clues on the future environment and anticipated impacts on events, members and sponsors. Many of the top insights resonated with the exploration with NSBE members through the NetPromoter survey and the qualitative Listening Post inquiry. NSBE would have to find creative ways to address a number of competing demands:  Sharpen its value proposition and where possible investment in members.  Preserve its operational core strengthening the quality and timeliness of information and financial resilience and revenue diversity.  Rapidly evolve virtual engagement and distant learning platforms and experiment with new and dierent member engagement tactics especially for collegiate members who may confront face-to-face schooling closures which can lead to greater isolation.

1 McKinley Advisors, Prosperity and Adversity: A Decade of >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56

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