1. Multi-Cultural Committee Update The Message of Diversity & Inclusion Lana Fountain Flakes Director of Membership Initiatives

2. Page 2 Table of Contents SWE’s D&I Strategy Our Commitment Level: Perception is Reality What Should a Commitment to D&I Really Mean? The Message of D&I: Not Just for Members The Multi-Cultural Committee: Making SWE’s D&I Strategy Actionable Multi-Cultural Committee Leaders

3. Page 3 SWE’s D&I Strategy: The Four Pillars of D&I Pillar Objective 1. CommunicationsDevelop consistent messaging for SWE brand that features diversity and inclusion 2. PipelineBuild diverse leadership pool and management capabilities for SWE 3. AccountabilityBuild framework and process to hold leadership accountable for driving diversity actions and results through the organization 4. Leadership Training Driving the SWE legacy through the organization raises awareness and promotes inclusion (SWE members are risk-takers and trailblazers)

4. Page 4 SWE’s D&I Strategy: History Chronology of SWE’s INTENDED Work in the D&I Space FY 08 Implement D&I strategy Build the external SWE brand Take action to reflect the commitment Communicate consistently about expectations and opportunities By year-end, process is institutionalized FY 06 Multi-cultural Committee drove Cultural Sensitivity Training IBM Excellence Award and creation of diversity training module FY 07 Key focus for FY07 President Develop SWE Diversity & Inclusion Strategy at the Board level (N. Thompson – Special Dir of D&I) Membership survey includes diversity questions Socialization and ratification of strategy with overall SWE organization Created shared accountability by leadership FY 09 SWE perceived as a "Gender Diversity Power Broker“ FY 05 Key focus for FY05 President Diversity Training offered to Board Multi-cultural Committee focused on outreach for minorities

5. Page 5 Define the leadership principles / face of SWE in the 21 st century Socialize and create Society-wide buy-in Continually communicating consistent message Responsibility to inform all constituencies of BOD activities Responsibility to drive SWE directives Oversight Continual process for reporting progress and challenges Check-in on every pillar Grooming and growing Coaching directs Mentoring two people that don’t look like you Attend with direct/mentee at least one diversity session at conference SWE’s D&I Strategy: BOD Responsibility As Defined by N. Thompson’s D&I Strategic Approach

6. Page 6 Our Commitment Level: Perception is Reality If we examine the Chronology of Intended Work in the D&I Space & our responsibilities as national leaders, it is clear that we have some glaring omissions in implementing our strategy: 1.Socialization of our strategy within SWE 2.Taking action to reflect the commitment 3.Building the external D&I SWE Brand 4.Communicating consistently about expectations and opportunities 5.Institutionalizing SWE’s D&I Strategy 6.Periodically Checking-In on the Status of the 4 Pillars One would have to agree that off-the-record feedback from members; nominating committee challenges; weaknesses in our commitment to grooming and growing the D&I Philosophy among constituents; and lack of budgetary allocations to support formal D&I Programming for the last 4 FYs, since our D&I Strategy was adopted, are just a few indicators that our efforts towards promoting and institutionalizing SWE’s D&I Strategy is lackluster @ best! If we can see it – others can see it!! PERCEPTION IS REALITY!!!

7. Page 7 What Does a Commitment to D&I Really Look Like? Formal Programming/Services Structured to Address the Varying Needs & Concerns of Diverse Groups On-Going Budget Allocations that Support & Enhance Such Programming Cultivating a Culture of Inclusiveness – Safe Environment for Members to be Courageous Consistent Messaging & Education to S.T.E.M. Stakeholders on SWE’s D&I Strategy Institutionalizing D&I into the Core Ideology upon which our Organization/Mission is Founded Ensuring that D&I is an INTERNATIONAL Concept

8. Page 8 The Message of D&I: Not Just for Members SWE’s success in advancing its mission is inextricably linked to Diversity & Inclusion. In FY07, the scope of D&I was conceptualized to be within our organization. We propose that D&I is not just for SWE members, but for all S.T.E.M. Stakeholders, and challenge the organization to broaden D&I’s scope – developing the external SWE Brand & institutionalizing the concept of Diversity & Inclusion across all S.T.E.M. arenas.

9. Page 9 The Multi-Cultural Committee: Making SWE’s D&I Strategy Actionable The MCC has devised an FY12 Plan of Action to assist in D&I Messaging  Educate Members & Outlying S.T.E.M. Stakeholders on SWE’s D&I Principles via Social Media Develop content which support each pillar of D&I Deliver that content via Social Media Forums – Content can include references to electronic resources, articles, best practices, etc. – Posts shall occur twice weekly beginning January 2012 – Content shall be to 1 pillar each month concluding in April 2012 – Additional content shall be posted during E-Week addressing varying D&I Ideas/Concepts Develop 2 VOIP Scenario Short-Cuts to be delivered via You Tube − Scenarios shall depict various situations where use of D&I Concepts & Methodologies are effective  Review SWE Applicable Documents, Policies, & Procedures to make recommendations for updates that ensure D&I is a part of the Core Ideology of the way SWE does business  Develop a D&I Pillar Health-Check List for BOD Implementation

10. Page 10 Multi-Cultural Committee Leaders Suzanne Matthews, FY12 Chair TBA, FY12 Chair – Elect Sandra Postel – FY12 Affinity Groups Lead TBA, FY12 D&I Strategy Lead Mary Peterson, FY12 D&I Strategy Collegiate Lead