1. Equal Opportunity and Affirmative Action in STEM Presented at FY 10 BOD 4 June 11, 2010 SWE Board of 2020

2. The Team Nora Lin, President and Team Leader Siddika Demir, President Elect Fran Stuart, Secretary Lana Fountain-Flakes, Director of Education Melissa Tata, Director of External Initiatives Alyse Stofer, Director of Regions Betty Shanahan, Executive Director and CEO Special thanks to Melissa and Fran for preparing this slide deck 2

3. Overview Goal: expand on work of FY09 BOD 2 facilitated discussion and FY 09 Future BOD team to increase the BOD bandwidth to drive strategic activities while maintaining a strong connection to the leadership and membership Scope: prioritize most strategic tasks, evaluate tasks that can be eliminated or delegated, assess appropriate structure Process: start by assessing tasks of BOD members on task force as template for all BOD members to review their tasks Considerations: cannot over delegate to HQ as they are understaffed due to budget constraints

4. Telecons January 18 – kick off and strategy and focus on Secretary’s Roles and Responsibilities February 22 – focus on Director of Regions Roles and Responsibilities March 29 – focus on governance and operations documents April 12 – focus on Leadership Groups assigned to HQ May 3 – focus on President and President Elect’s Roles and Responsibilities and determine BOD 4 report out 4

5. BOD and HQ of Today BOD Four Officers, Five or Six Directors assigned to specific functions, Senate Speaker Thirty Leadership Groups but not representative HQ Ten staff, three subcontract vendors Three Leadership Groups 5

6. BOD and HQ of 2020 BOD Four or Five Officers and TBD Number of Directors that bring TBD perspectives Limited Number of Leadership Groups that are more strategic and long range focus reporting to BOD More strategic with less hours dedicated to SWE Directors will not be representatives but will bring a variety of perspectives HQ TBD Number of Staff (more than today) Bulk of Leadership Groups reporting to HQ Executive Advisory Support Subset of Board and CPC meet at pre-selected times Committees Shift to advisory groups and task forces 6

7. Skillsets & Background of BOD 2020 Skillsets Prior experience with strategic planning Prior experience with operations - growing membership, funding, etc Prior experience with leading people Ability to delegate operational tasks with periodic checkpoints Mentor/coach pipeline to BOD Background Working engineers and managers (like today) Many of the BOD will be leaders with many years of SWE experience in key positions Likely international members on BOD Directors may come from defined group of membership or not even be members They will not have operational leadership groups reporting to them so they can be strategic They may have strategic leadership groups reporting to them 7

8. Strategic Budgeting Allow room in the budget for new projects that come up within the year (have to prioritize them with projects that were not funded) Need to find more ways to generate funds to allow more strategic projects to be funded in addition to providing for ample HQ staff to handle operational functions Encourage unrestricted funds Focus on planned giving (educate members) vs relying too heavily on corporate support Consistently evaluate pricing for membership and services Evaluate processes to borrow and return money to/from contingency reserve fund 8

9. SWE of 2020 Global outlook through affiliations with existing global organizations Expand diverse demographics in membership and leadership to match US and global demographics SWE BOD owns Strategic Plan and works with entire SWE organization to create that Plan Member expectation grows through improved cross- functional communication and Board flexibility Having a strategic BOD, a strong HQ and strong committees is integral to SWE’s success Strategic task forces are standard for short term, high impact results Roles and responsibilities are clear for each leadership position 9

10. Gaps/Goals/Requirements Time, money/strategic budgeting, and training Leverage strategic financial planning along with planned, annual and other giving to build up operational budget Ensure BOD members have ample prior experience to be strategic Reduce time commitment for BOD members to make positions more desirable while not increasing time commitment of other volunteers, paid staff Ensure committee chairs have clear charter and ample prior experience/training to run committee with minimal support from HQ/BOD Allow BOD to focus on strategic/operational plan vs pre- defined position scope Better balance workload between various BOD members

11. Already Implemented Section Bylaws Approval was delegated to the Bylaws Committee Chair with Motion B1039 in February CPB, GRPP, Curriculum Committee and Editorial Board already report to HQ Leverage electronic votes for consent motions 11

12. Immediate Implementation for FY11 Region Conferences BOD Representation– do away with expectation that President, President Elect, or Executive Director will be committed to represent the BOD at Region Conferences; just one BOD member will be committed to attend each region’s conference and present the State of SWE and any other standard presentations; each BOD member should attend their own region’s conference and is welcome to attend additional conferences BOD reports used to communicate critical results but not to list all the work that was performed

13. Immediate Implementation for FY11 RCR Mentoring – to be performed by a region officer instead of a BOD member; the one hour BOD social with the RCRs will continue at annual conference along with networking at BOD 1 and associated meetings All Together Columns – set up a schedule for each BOD member to write a column Webinar Introductions – task BOD members; other leaders, and HQ staff with webinar introductions; the introductions will be done by someone with ties to the topic; the default is HQ Director of Professional Development President speaking/representing engagements – determine if these can be delegated to other BOD members Deputy Direct of Regions should help answer emails and questions and facilitate section deactivation

14. Immediate Implementation for FY11 Delegate Calls for Committee Chairs and Members to a Committee or Task Force Ensure pipeline produces leaders who are ready for their positions Emphasize delegation down from BOD to committee chair and from committee chair down to committee member and from Director of Regions to Deputy Director to RGs and to regional officers More trust of other BOD members so material is documented but reviewed in less detail Routine business conducted electronically outside of meetings RGs support charter and anniversary events (instead of Pres, PE or CEO) 14

15. Tasks to Move to HQ Evaluate more leadership groups that can report to HQ directly Highly functioning groups with strong ties to HQ are the best candidates Replace scholarship committee chair with Scholarship Coordinator at HQ

16. Short Term Actions Continue assessment of Secretary and Director of Regions Roles and Responsibilities and ways to delegate or reallocate them Each BOD member compile list of roles and responsibilities with tasks to keep and tasks to move/eliminate as part of transition process Evaluate if PD Advisory Board and Outreach Committee can report directly to HQ Evaluate transferring Scholarship Committee Chair role to a coordinator at HQ Create charters for CBR and Special Director Ensure at least President Elect and two other BOD members are prepared to speak on behalf of SWE as back-up to ED and President Evaluate tasks that could be delegated to committees as good leadership learning experience

17. Short Term Actions Set up FY 11 BOD of 2020 Team Evaluate existing committees on tactical/strategic and long range/urgent as part of annual programs and services assessment to ensure proper prioritization Have RGs push back on presentations at face-to-face meetings and split annual conference meeting between Wed and Thurs Evaluate which leadership groups would benefit most from sponsored travel to face-to-face meetings Address leadership gaps by engaging more people and putting people in best roles Determine if GRPP should be replaced by an advisory group reporting to HQ Follow-up with past leaders that have dis-engaged to redeploy in leadership positions that may have less time demands or better fit to their skill set As tasks forces/committees complete their charter and sunset, re-engage those leaders Enhance processes to determine committee members with skills and interests early to start training for chair-elect positions Leverage competency matrix to ensure leadership positions are filled with talent with the appropriate skills

18. Your Feedback Institute the “Immediate Implementation for FY11” items (slides 12-14) Your thoughts on short term actions to explore in FY11 (slides 15-17) Q&A 18