STRATEGIC ARTICULATION MAP nsbe.org
GET READY
SET
GO
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 CONTENT
Our Prelude
3
Vision
8
Vision Snapshots
9
Di erentiators
11
Headline Indicators
11
The Community-career-community-continuum:
12
Re-envisioning The NSBE Journey
Ready! Pre-collegiate Engagement: Helping Nsbe Pre-collegiate Be Ready & Rise!
13
Set! Scholastic Achievement:
18
Helping Nsbe Collegiate Graduate With 3.2 Gpa Or Better
Go! Professional Advancement:
24
Helping Nsbe Professionals Succeed & Soar!!
Strategic Priorities
28
Critical Iniatives
28
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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
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 powerful time 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 di erent set of questions. Be More, Do Di erently 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 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 evolve 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 - innovate, experiment and ultimately rapidly refine new ways of being and o ering its distinctive value and signature supports 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. 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
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 inequality; and unprecedented financial shock waves - the clear crescendo is disruption.
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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 a rms 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
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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 di erent 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 Data and Insights, May 14, 2020, Washington, DC 2 Association Laboratory, Inc., The Strategic and Economic Impact of COVID-19 on Associations, March 2020, Chicago, Illinois
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NATIONAL SOCIETY OF BLACK ENGINEERS
Given these shifts, the Strategic Direction aspect of the planning exercise took on several important assumptions. The 3 SPTF Working groups had to assume that:
Future member engagement may reflect strikingly di erent opportunities to engage and in the short term have less or di erent kinds of face-to-face interaction (i.e. perhaps less dependence on flagship events like Annual Convention); The possibility of a budget-zero assumption. Each SPTF workgroup had the same basic point of departure - needed to creatively “build on” existing resources or clarify the places existing strategies or interventions might be strengthened/augmented. The idea of better leveraging the rich and diverse supply of human talent and social connections NSBE members’ have available across its various student leaders, Special Interest Groups (SIGs), chapters, regional leaders and Board of Corporate A liates (BCA) and other partners. Each new group of annual NSBE leaders will have the opportunity to review (and sometimes re-shue) the “just-mix” of priorities, critical action and indicators important to fuel NSBE achieving its vision and mission Building Strategic Direction Pathways With these assumptions as backdrop and consultant facilitation, the SPTF working groups (led by a key SPTF member with subject matter expertise and practical experience) built their respective Strategic Direction pathways (i.e. Ready! - the PreCollegiate Engagement pathway; Set!! - the Scholastic Achievement pathway, and finally GO!!! - the Professional Advancement pathway). Each SPTF workgroup gave thoughtful time and attention to the mix of elements necessary to appreciably advance movement across their part of the developmental continuum. They imagined their pathway spanning a set of years, experiences and community partners (i.e. schools, mentors and support organizations) who would marshall a proven set of programmatic strategies and interventions, partnership and all the coordinated footwork, improvisation and social capital that created repeatable success and PULLED students from pre-collegiate experiences through the seminal College experiences, and into to their Professional careers. Each workgroup built their Strategic Direction pathway with attention to the following three (3) elements: the capacity for and right mix of evidence-based and practice-proven programmatic interventions that reflects members and stakeholders’ needs, aspirations and development goals ; an approach that can appreciably advance NSBE’s critical action initiatives. Within the scope of its current organizational resources; and A destination that student, executive and board leadership, members and stakeholder partners will journey forward to realize important results.
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CONCLUSION: A SANKOFA MOMENT: Transforming Community and the World!
With this 2020 Strategic Plan, NSBE consolidates and refines its uniquely-positioned Community to Career to Community Continuum . The Plan highlights its strategic vision visually and articulates a complete map of the strategic direction with sharp focus on the three, core developmental pathways during the pre-collegiate incubation time, the collegiate actualization phase onto the professional manifestation phase. Yes, the dual pandemics of COVID-19 and systemic racism will continue to rage, but NSBE will stay the course and continue undistracted on its 2025 goals of stewarding the movement of talented
Black students from their entry point in community through to successful careers.
The Sankofa is the Ghanian mythical bird that flies forward with its head turned backwards while its feet face forward carrying a precious egg in its mouth (symbolic future generations). Sankofa is a word in the Twi language of Ghana that means "Go back and get it, fetch what you forgot".
This plan allows NSBE a unique opportunity to give new energy and needed attention to
renewing each of its core developmental pathways. From a young person’s earliest moments of pre-collegiate interest in Engineering and STEM to the more mature, mid-career Engineer’s gaining strides at work, this plan doubles down on the dual tasks of innovating needed progress (in the places needed) but also preserving the core. Without unnecessary prognostication, several realities have become self-evident. Engineering and by extension STEM careers will continue to drive the economy and with this Strategic Plan, NSBE puts forward a powerful Strategic Vision and Direction where Black engineers are critical features of every aspect of the new World being born. NSBE members will be meaningfully represented in the academy as students and teachers. NSBE members will join the ranks of new history makers innovating real-time solutions right where they are needed most. NSBE members will populate the ranks of new media formats yet imagined as content creators and platform designers. Finally, NSBE members will take their place as the new Space icons, C-Suite occupants and a burgeoning class of future philanthropists making transformative social and community impacts.
Taken altogether, every place where innovation and real-world solutions are needed NSBE members will be right there.
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NATIONAL SOCIETY OF BLACK ENGINEERS
VISION // What we want to see
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
SUCCEEDING PROFESSIONALLY
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NATIONAL SOCIETY OF BLACK ENGINEERS
VISION SNAPSHOTS // What photos do we aspire to see in the future
We envision a world in which Engineering is a mainstream word in homes and communities of color and all black students can envisions themselves as engineers
THINK BIG 2025
Every NSBE member excels to a 3.2 grade point average (GPA) or above.
NSBE members lead in senior and executive levels of industry, academia and government.
NSBE contributes to a healthy, vibrant education system, K-16
NSBE creates positive cultural influence and positive connotations around being Black engineers, entrepreneurs, etc.
Graduating students that pursue advanced degrees and / or become experts in their profession
Black C-Suite executives are NSBE members and NSBE members getting into key leadership positions
Content Creators and Authors: Developing and creating content / materials that are aligned with the cultural experiences of Black people
NSBE has leadership and presence in broader education and professional learning areas
Collegiate NSBE members propelled into the corporate space (rocket launchpad)
NSBE members are branded as innovators and exemplars.
Famous engineering icons are visibly a part of NSBE
NSBE and NSBE members influence policy that broadens participation in STEM and removes structural barriers for aspiring Black engineers.
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NATIONAL SOCIETY OF BLACK ENGINEERS
VISION SNAPSHOTS // What photos do we aspire to see in the future
In this world Blacks exceed parity in...
ENTERING ENGINEERING FIELDS
SUCCEEDING PROFESSIONALLY
EARNING DEGREES
NSBE members on networks like CNN giving talks on STEM; and being the go-to subject matter experts. Black students in engineering courses see themselves represented in faculty, sta and other students
More engagement by more companies with universities
NSBE members being named CEOs.
NSBE members make societal, technology and business impacts receiving global and national More NSBE members who are heads of global tech firms that are internationally noticed
Engineering is an accessible and encouraged career
NSBE featured or mentioned in prestigious events such as Kennedy Honors or Black Girls Rock (ie Dr. Njema Frazier)
Black professors as role models for black and white students.
accommodations (ie Nobel Prize, Pulitzer, etc)
A formal outreach or communication to maybe a governing body of engineering tech schools or
Every company, private, public would want to be a sponsor or a board member of NSBE
Provides a STEM learning lifecycle for our black youths so they are college ready
engineering presidents
NSBE leaders speaking and teaching to collegiate and
Handshaking with world leaders and big decisions that are being made
Hosting listen and learns at universities and meeting with deans
professional audiences to engage and advance NSBE's mission.
Engagement with venture capital and
Programs and strategies to support faculty and academic sta .
Highly engaged stakeholders with voice into NSBE plans and actions.
technology companies
Every sector would be able to identify a NSBE person, sitting on boards, sitting in CEO, professorial, and
NSBE positioned to be the hallmark of
More NSBE black faces in white places, speaking and engaging.
aspiration for young black children
administration positions.
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NATIONAL SOCIETY OF BLACK ENGINEERS
DIFFERENTIATORS // What we must do di erently going forward
CAPITALIZE on the new normal
We will need to EVOLVE from a year to year; event management / postponement posture to a visionary, programmatic perspective ensuring the future of NSBE
We need to have data to support and inform our performance narrative and ACCELERATE the path that we’re on.
Creating a CHAIN IN INFORMATION SHARING across the board, creating a system of cohesion and inclusion.
What EDUCATION looks like IN A NEW ERA and what NSBE’s role is in that transformation.
Online and VIRTUAL EDUCATION experiences are no longer nice-to-haves and are now must haves/absolutely required
HEADLINE INDICATORS // How we will measure our progress and impact
“to increase the number of culturally responsible Black engineers who excel academically, succeed professionally and positively impact the community."
We will measure:
10,000 Black Engineers by 2025 • Baseline: 5,080, a 45% increase from the launch of the plan in 2015 (3,501)
6-year graduation rate for Black engineering students in the U.S • Baseline: 36% • Percent of members with greater than 3.2 GPA
Chapter & Membership Health • Membership and Chapter Growth • Membership Quality Indicators • Strategic Chapter Location in demographically important areas
Membership Engagement Re-alignment • Virtual Programming & Engagement • Professional Development Conferences • Career Advancement Content Collaboration Experiments • Conventions • Fall Regional Conferences
Financial Health & Infrastructure Enhancement • Enhanced Cash Reserves: 6 Months or > cash on hand Standard. • Balanced Revenue Mix: Funding Diversity achieved with Unrestricted Contributions at the 15%-20% standard, Increased Individual and Foundation donors. • Positive Budget Variance (Revenue > Expense Trend-line).
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THE COMMUNITY-CAREER-COMMUNITY-CONTINUUM:
RE-ENVISIONING THE NSBE JOURNEY
SCALE SMART
START SMALL
THINK BIG
CEO Media networks STEM 10,000 by 2025 Nobel Peace Prize
Pulitzer Prize
global tech firms
Internationally Recognized New Strategic Partners
Corporate Career Entrepreneurship Academia
Black faculty
Global presence
OUR VISION SNAPSHOTS
Graduate with a 3.20 GPA or better
NSBE featured
Venture capital and technology companies
University Partners
Communities of color Prestigious awards such as Kennedy Honors or Black Girls Rock
Being focused in STEM and STEAM
Sitting on boards Visible black professors
Get into a college or University STEM/Engineering Program
Professional Advancement
GO!
Interest in STEM Engineering Computer Science
ON YOUR MARK! Giving to Community READY! SET! Scholastic Achievement Pre-collegiate Engagement
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NATIONAL SOCIETY OF BLACK ENGINEERS
READY! PRE-COLLEGIATE ENGAGEMENT: Helping NSBE Pre-Collegiate Be READY & RISE!
THINK BIG
CEO Media networks STEM 10,000 by 2025 Nobel Peace Prize
Pre-Collegiate students from Kindergarten through Grade 12 represent NSBE’s future promise and supply of potential collegiate students. However, systematically exposing, engaging and preparing these students across the early developmental and academic life span takes a variety of distinct engagement, academic/learning and enrichment strategies and tactics best delivered by prepared, well- trained and energetic NSBE student and professional member-volunteers, community and academic partners. The Pre-Collegiate Strategic Direction workgroup especially acknowledged the importance of segmenting this broad age range into a continuum of 4 core age/grade oriented groups: K-Grade 2;, Grades 3-5 (SEEK and NSBE Jr.); Grades 6-8 (NSBE Jr.); and a high school grouping Grades 9 – 12
Pulitzer Prize
SCALE SMART
global tech firms
Internationally Recognized New Strategic Partners
Corporate Career Entrepreneurship Academia
Black faculty
Global presence
OUR VISION SNAPSHOTS
Graduate with a 3.20 GPA or better
NSBE featured
Venture capital and technology companies
University Partners
Communities of color Prestigious awards such as Kennedy Honors or Black Girls Rock
START SMALL
Being focused in STEM and STEAM
Sitting on boards Visible black professors
Get into a college or University STEM/Engineering Program
Professional Advancement
GO!
Interest in STEM Engineering Computer Science
ON YOUR MARK! Giving to Community READY! SET! Scholastic Achievement Pre-collegiate Engagement
(NSBE Jr., college ready). Each group would receive dierent exposures, engagements, level of mentorship/tutoring or other supports. The end-game is to use this period to create deep academic readiness and career interest in engineering academic programs and/or STEM careers.
Program Activity
Member / Stakeholder Engagement
Descriptions
Suggested Changes Necessary
Awareness of STEM (Kindergarten – Grade 2) Program
AWARENESS PROGRAM An introductory program that reaches students K-2 in at least 1 major city in each of the 6 regions for Fiscal Year (FY) 2021. We can start with 1 major city and then expand to other viable cities in applicable regions where it makes sense in 2022 and beyond. This will include the following: Adoption by the PCI Leader within the NEB and each Region as a core component of their platform ii. The Communications Chair or relevant leader to develop and implement a Communication program that starts to incorporate K-2 and blends in the other 3 program groups to provide one breath of “in the know” about what NSBE is doing with K-12. A curriculum that includes a toolkit with hands-on activities for K-2, roles and responsibilities for key players, stakeholder engagement plan (BCA, NEB, Regional leaders/chapters, etc.), criteria for implementation, etc. Metric plan developed with performance objectives for each of the NSBE program owners; Develop a signature program plan and create a strawman to align with the logistics and implementation of the program Program Example: In conjunction with a signature program or event, each year a team representing a strategic mix of the NSBE’s current PCI eco-system (i.e. key designated leadership and stakeholders like NEB, WHQ sta, Collegiate and Professional chapters, Regional team and BCA/Industry partners) would partner with a local school district to conduct K-2 programming with a host city/organization/sponsor. A program guide can be developed to demonstrate impact and sustainability after Convention. A NSBE Jr. and/or SEEK camps, if viable, can be leveraged to showcase benefit of students advancing to 3rd to 5th grade curriculum, etc. That way NSBE demonstrates value proposition and further brands themselves as an Engineering Organization of Choice.
WHAT: Provide an introduction to the K-2 nd grade community, so they get a first-hand touch of STEM related activities. And also provide this group with mentors/role models and resources to STEM. HOW: Formal outreach at schools, Annual Conventions and FRCs TORCH program…is it within the existing mission or do we need to modify (TORCHfest is a recruiting event to attract non-NSBE Jr students) Remote (virtual)
NSBE Members:
Chapter Leadership • TORCH Chair • PCI Chair
Chapter members.
Regional Leadership • TORCH Chair • PCI Chair
National Leadership • TORCH Chair • PCI Chair
School System administrators, (help
structure group sessions, and perhaps compensate facilitators, recruiting facilitators, provide, orientation, training, etc.)
outreach and programming
Industry and community partners (i.e. Museums)
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NATIONAL SOCIETY OF BLACK ENGINEERS
AWARENESS PROGRAM COMMUNICATION STRATEGIES Currently, the Pre-Collegiate (PCI) area relies on the following communication tactics - website information, e-mail blasts, printed information packets and social media funded from the Pre-Collegiate area’s budget. Start Small: New Communication Experiments Moving forward, the PCI Strategic Direction Workgroup proposes experimentation with some new communication tactics including: • More targeted campaigns via social media to schools, parents and guardians; • Live virtual webinar formats; • Do-It-Yourself At-Home skill development activities. Scale Smart: Future Communication/Outreach Innovations These kind of small-scale, more dynamic experiments eectively communicating with schools, teachers and parents/guardians would help clarify the future development of the following more stable tools: • Establishment of a toolkit/curriculum (accessible via NSBE’s website) for at-home use; • New, more meaningful linkages and ability to leverage existing STEM/STEAM education resources, guidance and tools. • Development of Virtual Learning Tours that tantalize young people and excite and enlist their schools, teachers and parents/guardians’ support. • Based on the above learning experiments, consider fresh, new and dierent ways to leverage the NSBE KidZone brand. Metric Development Establish a 2025 goal/target to develop meaningful PCI program and activity level metrics (i.e. student performance/learning, program impact and eectiveness). These PCI metrics would empower the PCI eco-system stakeholders to make data-informed decisions and program modifications to best support PCI students, especially as they transition/progress through the PCI pipeline aspect of the broader NSBE Continuum all the way to successful college entry.
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Member / Stakeholder Engagement
Program Activity
Descriptions
Suggested Changes Necessary
Engagement in STEM (Grades 3-5)
Engagement Program a. Transition existing students in the K-2 pathway (after grade 2) and introduce new students (in grades 3 – 5) to NSBE Jr and SEEK; goal of 50% of the students from each region in the Awareness program enrolls in SEEK camps and increase NSBE Jr program participation in those same regions by 25% (key is align of camps and programs to communities where students are attracted from) i. The above items from #1 i thru iv remain and should now include modifications to address grades 3 – 5 (PCI and SEEK leadership, Comms expanded, curriculum/toolkit and metrics/performance management (accountability) ii. Signature programs are SEEK and NSBE Jr. – both should be reviewed and updated to adopt more integration within the organization (pull) and a transition (push) to development program grades 6 to 8. Showcase the ROI for students to want to continue with NSBE Jr and they graduate from SEEK to development program (incorporate NSBE Jr more into SEEK content) Considering the NSBE ecosystem, PCI stakeholders will initially look at the most thriving SEEK cities to advance this new strategy. In a later phase, the remaining (but still maturing) cities can be incorporated into the new strategy with the benefit of early lessons and their potential for sustainability. ----------------------------------------------------------------- Strategic Communication to enable the ENGAGEMENT PROGRAM: Currently, the Pre-Collegiate (PCI) area relies on the following communication tactics - website information, SEEK communication sent out via NSBE magazine, local new features and NSBE SEEK Instagram through NSBE Jr. Advisors. The PCI Strategic Direction workgroup proposes the following: Start Small: New Communication Experiments • Create programmatic tactics to deliberately convert SEEK attendees into NSBE Jr. members; • Further develop the “NSBE Jr. Night” feature in the current SEEK curriculum; • Shift focus to Key Local Area growth vs. National Growth focus; • Explore the development of uniform metrics/dashboard and tracking systems (leveraging Dr. Rochelle Williams). Future Focus Develop the following program elements and student-centric toolkits to strengthen program delivery and systematize communication with the PCI ecosystem and across key stakeholders: • Implementation steps • Best practices • Case studies
WHAT: Provide
NSBE Members:
introduction to NSBE and other STEM related organizations that provide formal programs where students will actively engage in STEM education and mentorship. HOW: Introduce NSBE Jr. program membership and participation in SEEK program. Engagements and partnerships from the above will be via: • Host Schools • Education and Industry Partners • Mentors/ Advisors • Other Schools
Chapter Leadership Chapter members, especially • PCI Chair
Regional Leadership • PCI Chair
National Leadership • PCI Chair
NSBE WHQ Programs department
Parents/guardians
Churches
Host Schools
Education and Industry Partners (i.e. NSF)
Local School District
Black Greek Lettered Organizations (BGLOs)
Project Lead the way or other early STEM initiatives (This can be for all K-12 demographics)
• Evaluation forms • Sample budgets
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NATIONAL SOCIETY OF BLACK ENGINEERS
Program Activity
Member / Stakeholder Engagement
Descriptions
Suggested Changes Necessary
Development into STEM (6th Grade - 8th Grade – NSBE Jr.)
DEVELOPMENT PROGRAM Expand on engagement so students can excel
WHAT: Provide a
Professionals Chair
developmental experience for this segment of NSBE Jr. to excel academically and increase their proficiency for STEM. HOW Sustaining a program to enhance development of STEM related skills, content, concepts, etc. to prepare future engineers. Collegiate/ Professional chapters actively executing programs
academically and increase their proficiency in STEM. Goal is to advance 75% or more of the NSBE Jr students from grades 3 – 5 into the grades 6 – 8 program. i. The above items from #1 i thru iv remain and should now include modifications to address grades 6 – 8 (NSBE Jr leadership, Comms expanded, curriculum/toolkit and metrics/performance management (accountability). ii. Signature program is NSBE Jr. – program update needed to drive program continuity and sustainability (strawman for structure and logistics, model for e¢ective us of Advisors, etc.) Program advancement should be done in each region and include the NSBE Jr. Chapters that have sustained success and are the most mature and thriving. We should be looking at a minimum of 5 to 10 chapters per region to collaborate with to begin program advancement that has a link to grades 3 – 5 and can vision supporting grades 9 – 12 for college readiness
NSBE Members:
Chapter Leadership Chapter members, especially • PCI Chairs
Regional Leadership • PCI Chair
National Leadership • PCI Chair
NSBE Jr. advisors
NSBE WHQ Programs department
Local School District
Attract and retain advisors who exhibit educational leadership
Parents/guardians
Churches
NSBE prepares and delivers toolkits for advisors and chapters (Collegiate chapters/ professionals are doing this programming too). (Historical info: 5139 NSBE Jr. Members - Grades 3 – 12; NSBE Jr. started in 1990; PCI started 1988)
Host Schools
Education and Industry Partners (i.e. NSF)
Black Greek Lettered Organizations (BGLOs
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Program Activity
Member / Stakeholder Engagement
Descriptions
Suggested Changes Necessary
Applications of STEM – College Readiness (9th Grade – 12th Grade – NSBE Jr.)
Applications for STEM
WHAT Provides activities for students to discover firsthand how engineering and technology relate to the world around them; and discover their excitement around engineering excellence, leadership, technical development and teamwork. HOW Targeted preparation (i.e. SAT, college prep, etc) via collegiate/ professionals
Owner:?? (Who will own this initiative?)
Here students will discover firsthand how engineering and technology relate to the world around them and discover the excitement around engineering excellence, leadership, technical development and teamwork The above items from #1 i thru iv remain and should now include modifications to address grades 9 – 12 (NSBE Jr leadership, Comms expanded, curriculum/toolkit expansion (to include but not be limited to getting ready for a world that doesn’t look like them) and metrics/performance management (accountability) Signature program is NSBE Jr. – program update needed to drive program continuity and sustainability as well as an integration with key University (MEP) and Industry Partners and Collegiate NSBE Chapters to help shape the next path for these college-ready students (strawman for structure and logistics, model for eective us of Advisors, etc.) Program advancement should continue to focus on the 5-10 earlier selected chapters with work to connect the dots with the applicable College NSBE Chapters, University/Industry Partners, Professional chapters and NEB/NSBE Headquarter leadership. Metrics will now have some continuity and help demonstrate students that engage in and complete NSBE K-12 programs can be college-ready for engineering. These more integrated metric-driven data will help both advance the PCI programming and better link it to Collegiate-level success. They will also ultimately help clarify and link the PCI programmatic & engagement contribution to the overall goal of graduating 10,000 Black engineers by 2025.
NSBE Members:
Chapter Leadership Chapter members, especially • PCI Chair
Regional Leadership • PCI Chair
National Leadership • PCI Chair
NSBE WHQ Programs department
Technology enrichment curriculum
Local School District
Parents/guardians
On-line learning Platforms (i.e. Aleks)
Churches
Competitions (TMAL, Math Counts, FIRST robotics, etc.)
Host Schools
Education and Industry Partners (i.e. NSF)
College/University tours , STEM summer camps via MEP programs (incl. scholarships)
Black Greek Lettered Organizations (BGLOs)
Universities/Academic • Role Models
• Multicultural Program Administrator (i.e. MEP, EOF, Upward Bound, etc.)
Project Lead The Way (oers college credit engineering curriculum in college at some high schools)
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SET! SCHOLASTIC ACHIEVEMENT: Helping NSBE Collegiate Graduate with 3.2 GPA or Better
THINK BIG
Goal: Graduate with 3.2 GPA or better The findings of a recent NSBE study found that collegiate chapters that host Study Groups for math, science, engineering, computer science and other subjects, and promote Skills Development Workshops that teach study and career skills have a higher GPA, on average, than those chapters that don’t. And the higher the GPA, the higher the graduation rate! Finally, studies show that improving engagement with faculty increases retention and success. These chapter-based strategies are designed to foster academic success, faculty engagement and thus move us forward toward our NSBE 2025 goal.
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OUR VISION SNAPSHOTS
Graduate with a 3.20 GPA or better
NSBE featured
Venture capital and technology companies
University Partners
Communities of color Prestigious awards such as Kennedy Honors or Black Girls Rock
START SMALL
Being focused in STEM and STEAM
Sitting on boards Visible black professors
Get into a college or University STEM/Engineering Program
Professional Advancement
GO!
Interest in STEM Engineering Computer Science
ON YOUR MARK! Giving to Community READY! SET! Scholastic Achievement Pre-collegiate Engagement
Luggage Program
Member / Stakeholder Engagement
Descriptions
Suggested Changes Necessary
Facilitated Study Groups
Typically regularly scheduled study sessions for engineering students to increase understanding of course material and challenging concepts. These groups, which complement the lecture and recitation with supplemental instruction and problem-solving, are typically facilitated by graduate students or upperclassmen with demonstrated proficiency in the subject area. (See below for details) Whether or not upperclassmen, graduate students and postdocs are available, chapter members should self-organize study groups around specific courses. The key is to utilize the study groups in ways that reinforce the learning you do on your own, rather than it being just a homework aid. (See below for details)
Chapter Leadership
Prepare student-centric toolkits to implement and assess this program. • Implementation Steps • Best practices • Sample budgets • Case studies • Evaluation forms
Chapter members, especially those in gateway courses in their major
Graduate students (as facilitators)
Upperclassmen (as facilitators)
Create incentives
Multicultural Program Administrator (MEP) (help structure group sessions, and perhaps compensate facilitators, recruiting facilitators, provide, orientation, training, etc.)
Create tracking systems (e.g., align Activity Reports with these data)
Self- Organized Study Groups
Chapter Leadership
Prepare student-centric toolkits to implement and assess this program. • Implementation Steps • Best practices • Sample Budgets • Case Studies • Evaluation Forms
Chapter members
Create incentives
Create tracking systems (e.g., align Activity Reports with these data)
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NATIONAL SOCIETY OF BLACK ENGINEERS
Luggage Program
Member / Stakeholder Engagement
Descriptions
Suggested Changes Necessary
Study Skills Workshops
Learning how to learn is critical for success in college. These workshops should focus on how students can learn to work smarter, not just harder. (See below for details)
Chapter Leadership
Prepare student-centric toolkits to implement and assess this program. • Implementation Steps • Best practices • Sample Budgets • Case Studies • Evaluation Forms
Chapter members, especially freshmen, and sophomores in gateway courses in their major
Graduate students (as facilitators)
Create incentives
Upperclassmen (as facilitators)
Create tracking systems (e.g., align Activity Reports with these data)
Chapter Advisor
Foster Multicultural Engineering/ STEM Program and Faculty Engagement
NSBE chapters should increase engagement with faculty and administration on campus to foster success and confidence. (See below for details.)
Chapter Leadership
Prepare student-centric toolkits to implement and assess this engagement. • Implementation Steps • Best practices • Sample Budgets • Case Studies • Evaluation Forms
Chapter members, especially freshmen, and sophomores in gateway courses in their major
Chapter Advisor
Create incentives
Multicultural Engineering Program Administrator (MEP) (help structure group sessions, and perhaps compensate them, multicultural orientation, training, etc.)
Create tracking systems (e.g., align Activity Reports with these data)
Faculty who are aware of NSBE and supporting programming
Special Interest Group Leaders
Students who have mentors adjust better to college, feel more supported, and have greater academic program satisfaction. Having mentors with whom students can identify builds self- ecacy. Chapters thus should establish mentoring relationships between upper- and lower- classmen, and between students and faculty (group mentoring).
Chapter Leadership
Prepare student-centric toolkits to implement and assess this program. • Implementation Steps • Best practices • Sample Budgets • Case Studies • Evaluation Forms
Chapter Members
Upperclassmen and Graduate Students (to serve as mentors)
Create incentives
Faculty mentors
Create tracking systems
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NATIONAL SOCIETY OF BLACK ENGINEERS
Vehicles
Students
Professionals
Sta
Chapters
Using chapters to deliver/engage key data driven aspects of our programming.
Engaging with chapters to reinforce the need for academic success.
Supporting national leadership with best practices, research, marketing and digital packaging to roll out deliver anchor activities at the chapter level, systems to document and track progress, and to evaluate eectiveness.
Provide support and mentoring.
Emphasize the link between academic and industry success.
Special Interest Groups
Students participate directly or via chapters in mentoring or other
Provide opportunities for mentoring engagement along developing technical-professional interests.
Support SIG leadership with research expertise, best practices, programmatic infrastructure and consistency, data collection.
technical develop opportunities that
Provide sense of belonging and support development of self-identity as an future engineering in the chosen discipline.
supplement academic experience and provide link to practical application.
Emphasize link between academic and industry success.
Regional Leadership
Equip regional leadership to further support chapters.
Support and engage local chapter leadership with best practices (eective programming) and resources (e.g. professional development/job opportunities, and funding) to facilitate eective chapter activities (professional and collegiate joint engagement).
Oer research expertise.
Share best practices from other regions.
Building regional programming and FRCs to emphasize and support chapters.
Foster programmatic consistency across regions.
Track the levels of participation and engagement in the programs.
Set up systems to collect data to inform sustainable eective programming.
Ensure chapters are implementing the programs; track progress and report up to NEB counterparts. Ensuring national programs align with chapter academic success strategies, and
Report up to PEB counterpart
National Leadership
Provide consistent programmatic guidance and structuring, as well as national resource alignment, to eectively execute grass roots programming. Establish a clear connection and/ or tools that allow partners to easily connect, support, or leverage professional chapter programming with students..
Support CPC and national leadership to provide evidence-based expertise, programs and data to inform and assess national and convention programming.
vice versa, including Annual Convention
Business & Corporate Aliates (BCA)/ Corporate Partners
Cultivate relationships with existing sponsors by providing timely sponsor reports and other updates.
Establish a clear connection and//or tools that allow partners to easily connect and support student chapters.
Engage new partners to underwrite programming.
Allow them to further participate in year round programming initiatives
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NATIONAL SOCIETY OF BLACK ENGINEERS
Vehicles
Students
Professionals
Sta
Conference Pipeline & Cycle:
Utilizing the complete conference infrastructure and pipeline (from NTM to Annual) to reinforce chapter level objectives.
Institutional
Provide chapters with resources to leverage such as “Guaranteed 4.0 and Working Smarter” Investigate, vet and contract with national partnerships to supporting programming
Engage alumni to provide institution with feedback and funding to inform and implement new programs
Provide deans with access to the NSBE Student Retention Toolkit.
World Head Quarters (WHQ)/Org
Facilitate connections between students and professionals as resources
All NSBE leaders/sta operate on the same calendar
SET! COMMUNICATION & MEASUREMENT SUPPORTS
Students
Professionals
Sta
The Regional and National Communication Zones (CZ) to capture and disseminate stories at the chapter and regional level.
Support the Communication Zones to capture and distribute success stories.
The Collegiate Strategic Direction workgroup proposes the following measurement innovations and strategic communication strategies and tactics: • Produce and distribute an Annual Progress Scorecard. • Commission relevant, supportive research studies and white papers that demonstrate the key components of successful interventions. • Host a press conference to the Annual Scorecard and other commissioned studies. • Capture and distribute case studies and profiles of students, chapters and the ecosystem partners contributing to this success. • Consider producing a subscription Journal. • Consider retaining an accountability data analytics firm to produce and distribute dashboards nationally.
The CZ will distribute research studies and an Annual Scorecard.
SANKOFA: BUILDING SET! ON THE STRENGTH OF “GET THREE”
The Collegiate Strategic Direction Workgroup developed their recommendations and strategic direction ideas on the strength of intellectual work documented in NSBE’s previous strategic planning work underpinning its “Get Three” strategies and tactics. Increase Retention. The findings of a recent NSBE study found that collegiate chapters that host Study Groups for math, science, engineering, computer science and other subjects, and promote Skills Development Workshops that teach study and career skills have a higher GPA, on average, than those chapters that don’t. And the higher the GPA, the higher the graduation rate! Finally, studies show that improving engagement with faculty increases retention and success.
Since our goal is to Get Three, by boosting the graduation rate for our members, it goes without saying that we will progressively graduate more members.
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NATIONAL SOCIETY OF BLACK ENGINEERS
Here are a few tips that will promote retention and success that chapters can implement.
Facilitated Study Groups Facilitated study groups are typically regularly scheduled study sessions for engineering students to increase understanding of course material and challenging concepts. These groups, which complement the lecture and recitation with supplemental instruction and problem-solving, are typically facilitated by graduate students or upperclassmen with demonstrated proficiency in the subject area.
NSBE chapters can • Understand what subjects/classes members struggle with the most, and prioritize these.
• Organize facilitated study groups led by an upperclassmen, graduate students or postdocs for these classes. These meetings should not replace, but are supplemental to lectures, labs and recitations, and should focus on problem solving. The problems should be as hard, if not harder than those that are given in class. • Recognize that study groups are one step in a three-step learning process to maximize learning: Study alone, then in a group, then alone. In other words, they shouldn’t replace the time that students spend working on their own, just supplement it. • Set a specific day and time to meet, at least two days prior to the assignment due date. • Hold everyone accountable to be engaged; this is not a passive experience. Everyone in the group should be honest and open about their ability to hold up their end of the bargain. Study Groups Whether or not upperclassmen, graduate students and postdocs are available, chapter members should self-organize study groups around specific courses. The key is to utilize the study groups in ways that reinforce the learning you do on your own, rather than it being just a homework aid.
Here are some tips for e ective study groups, which are also available here:
NSBE members can • Recognize that study groups are one step in a three-step learning process to maximize learning: Study alone, then in a group, then alone. For a study group to be e ective, everyone in the group must also be prepared to do work on his or her own before and after the group meets. • Set a specific day and time to meet, at least two days prior to the assignment due date. • Invite no more than 4 to 5 members to be part of your study group. • Hold everyone accountable to do their share of the work. • Be honest and open about your ability to hold up your end of the bargain. • Rotate the study group’s leadership. • Don’t think of study groups as remedial, but rather, a key to fostering high achievement. Study Skills Workshops Learning how to learn is critical for success in college. There are several good resources that are available to share within the chapter. Here are specific tips and resources chapters can implement to maximize Study Skills workshops: • Upperclassmen who have been successful should share their tips and techniques with incoming freshmen, transfers or others who are new to engineering (for example, newly declared majors). These engagements should be both formal (for example panel discussions, and workshops during GBMs) and informal through mentoring and advising. • Local NSBE Professionals can o er career skills development workshops and provide access to internships that make the promise of an engineering career more real to collegiate members. Having accessible role models who o er a clear vision of the career possibilities makes members more purposeful students. • Your Academic Excellence (AEx) Chair is a vital resource to help promote retention. These chairs work with NSBE’s regional and national leaders to foster academic success and retention across the Society, and especially at the chapter level. • The Working Smarter column written by Executive Director Dr. Karl Reid in the NSBE magazine contains practical tips that students could use to be successful. Many of these tips are also available on his blog site under the “Working Smarter” keyword. • The Guaranteed 4.0 System developed by former National Chair, Dr. Donna O. Mackey, promises a perfect grade point average if you follow the system. • Finally, there are several resources available to chapters, including information about the Chapter Retention Program and the Toolkit [Add a link].
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