National Society of Black Engineers

1
National Society of Black Engineers

• Long Term Plan
• 2004-2014

2
Introduction and Purpose
The purpose of this plan is to give form and
content to the ongoing conversation about the
long term directions and plans for growth for the
National Society of Black Engineers. It is
intended to be an interactive document that
points direction as well as generates continued
conversation, inquiry and learning. The basic
premise of this document is that planning is a
learning process for the organization that
supports decisions being made on a continuous
basis. The long term nature of this plan is
related to the fact that the goals, strategies
and actions herein will demand efforts that
extend beyond a one year time frame. NSBEs
leadership has been engaged in ongoing
discussions about its future growth for several
years. Some movement has taken place, but to
many it has been insufficient primarily because
no new significant area of activity has been
initiated in several years. Opportunities have
been presented and not acted on.
3
Introduction and Purpose
This document will bring form to the ongoing
discussion and pinpoint specific areas for new
growth for NSBE. Using scenarios and research
this document will assess those areas and
conclude with specific recommendations for
growth. The following sections of this reports
will be 1. Background and Historical Context 2.
Descriptions and Rationale for Six Potential
Growth Areas 3. Potential Scenarios for NSBEs
Business Environment 4. Analysis of the Growth
Areas in Context of the Scenarios 5.
Recommendations for Future Growth
4
Overview of Contents
Section 1 Background and Historical Context of
NSBE Section 2 Potential Direction for NSBEs
Growth Section 3 Assessing Potential Direction
for Growth Section 4 Long Term Scenarios for
NSBEs Business Environment Section 5
Consultant Recommendations
5
Background and Historical Context of NSBE

• How did NSBE evolve as an organization?
• Section 1

6
The Early Years of NSBE

• Inspirational by the founders, main goal being
  expansion of the idea
• Tied very tightly to Purdue University, base
  model taken from the American Society of
  Mechanical Engineers
• Focus on establishing the charter,
  function,organization an integrity of individual
  chapters
• No formal headquarters or heavy centralized
  management
• Leadership turnover frequent as leaders graduated
  and continued education and careers
• Growth through university and college based
  chapters

7
The organizational model in the early years
Use the NSBE charter to insure chapter integrity
Purdue University Founders
Spread the idea as quickly as possible!
8
NSBE critical development in the early 1980s

• Continue growth with chapter integrity
• Manage the growth and build more central
  management to handle burdens of growth. Further
  office support provided by Purdue
• Formalize the non-profit status
• Support chapters in sponsoring national
  conventions
• Still dependent on university support to finance
  (subsidize) growth
• Build corporate support to expand and diversify
  finances and grow recruiting activities

9
NSBE model in late 1970s and very early 1980s
Non-profit, centered at Purdue Univ.
Fast growth, spreading the idea remains
important. Chapter integrity important but not
directly managed. Financing growth, managing
conventions key to sustainability.
10
NSBEs organizational model in the mid-1980s
Strong Region
Strong Region
An evolution of the early 1980s model, still
focused on growth, but emerging strong regions
where the center of power might shift depending
on the home region NSBEs leadership. Regions
were now sponsoring and managing national
conventions and corporate financial support was
expanding.
11
NSBEs organizational model in the late 1980s
Smith Jones Assoc..
Strong Region
Strong Region
NSBE retains the strong regional model, but due
to growth brings on Smith, Jones Associates for
professional management of the national
convention. NSBE growth in programs emerges out
of ideas and innovation at chapters and in
regions. Corporate financial support continues to
expand.
12
NSBE development in the early-1990s (and current
model).
Formation of a national HQ
Region 4
Region 1
Region 2
Region 3
Region 5
Region 6
Creation of a national HQ and permanent
professional staff. Growth, increasing financial
strength make it possible for a permanent staff
to run operation and managing all contracting for
and design of the national convention. Strong
regions remain, however Collegiate leadership now
working in tandem with professional staff
support. Growth remains a priority and driven by
regions.
13
Core Issues in Transition of NSBE to its Current
Organization

• NSBE attained committed financial support and
  sufficient size to make professional HQ staffing
  appropriate.
• Professional HQ staff used to augment and support
  the student led, volunteer-based organization.
• Use professional HQ staff to manage critical
  functions, rationalize marketing and corporate
  relations, and maintain financial integrity.
• Use professional HQ staff to manage NSBE
  publications.
• Use professional HQ staff to manage the
  contracting needed for the national convention.
• Membership growth remains a chapter and regional
  led activity.
• The integration of professional HQ staff with
  student leadership is still developing,
  especially around areas of performance
  measurement and accountability.

14
What organizational model might serve NSBEs
growth over the next decade?
From a historical perspective it can be argued
that NSBEs organizational structure evolved
organically with its growth in members and
financial resources. NSBE shifted its
organization to address pressing needs that
emerged from the core activities it needed to
serve its core members. NSBE now has a stable
model that will serve well if the business
environment in which it operates does not change
radically, and if NSBE has no service aspirations
beyond those that have a central connection with
its collegiate membership (alumni for mentoring
and support of the collegiate, and pre-college
students to feed the pipeline). However, there
are growth opportunities that serve NSBEs
mission and values (particularly in service to
the Black community). Some of these could raise
the profile and effectiveness of NSBE nationally
and internationally. Section 2 below looks
broadly at areas for NSBEs future growth.
Section 3 sets forth some criteria for
organizational changes for NSBE.
15
Potential New Directions for NSBEs Growth

• Section 2

16
Six Potential Directions for NSBE

• Innovation in services to the collegiate
  membership
• Community-based, quality education services
• Innovation in services to the alumni base
• Expansion of the international membership
• Expansion to multi-ethnic group identity
• Creation of NSBE Information and Media Services

17
Potential Directions for NSBE
Innovation in services and dedication to its
collegiate base

• What are the current and future needs not being
  adequately met today?
• What sources of competitive advantage can be
  used?
• How to meet the needs of current and future
  corporate supporters with this direction?
• What success criteria-growth in numbers or in
  quality?

NSBE-2003
18
Innovation in Collegiate ServicesPros

• Continues NSBEs longstanding mission
• Builds on the existing base of services
• Can be implemented through existing chapters and
  networks
• Grows current revenue and economic model where
  costs are understood
• Expands pool of talent for core NSBE recruiting
  function for companies
• Expands pool of people in the volunteer driven
  areas of NSBE services
• No threat to the existing student-run model
• Can pace investment from current and future
  financial surpluses
• No complications to the existing legal structure

19
Innovation in Collegiate ServicesCons

• Provides no diversification of revenues
• Narrows the area for long term growth
• Does not address desire of company supporters for
  more recruiting opportunities with more
  experienced engineers
• Leaves NSBE exposed to shifting cultural and
  social trends associated with an all Black
  membership (or a challenge to managing them)

20
Potential Directions for NSBE

• What is the economic model? What returns are
  expected and how earned?
• Will NSBEs current corporate supporters see
  benefits? If so, what kind?
• Which services? Sources of seed capital?

Shift to the community, focus on younger base and
education quality
NSBE-2003

• On what basis will NSBE compete? What might be
  the customer relationship?
• What challenges may arise from NSBE expanding
  parents as a dominant stakeholder?

21
Expansion in Community-based Quality Education
ServicesPros

• Connects with NSBEs historical commitment to the
  Black community.
• Ample data supports the need for improvement in
  educational quality and resources in the Black
  community.
• Potential access to new sources of funding
  (foundations, government funds, etc.) depending
  on program structure.
• Could feed students into the NSBE PCI, collegiate
  and alumni membership.
• Some potential to build from existing programs
  (PCI, Torch)
• Pool of technically talented students and alumni
  to draw from in some parts of services

22
Expansion in Community-based Quality Education
ServicesCons

• Must supplement the volunteer base with full or
  part-time professionals to assure
  quality/reliable services, leading to new fixed
  costs. Might require customer service.
• Must add some education professionals to NSBEs
  management, thus new fixed costs.
• Many community-based or centered education
  services generate low or no fee income thus
  requiring financial subsidies
• Many local non-profit and government supported
  entities already exist and would be strong
  competitors
• U.S. primary school education is undergoing
  structural change (vouchers privatization, etc.)
  therefore any new services might need to evolve
  over time, potentially raising investment cost
  and early losses.
• Joint venture and partnerships may be needed,
  requiring management

23
Potential Directions for NSBE

• What further development of existing mentoring
  and collegiate support roles?
• What services are most desired, on what basis can
  NSBE compete?
• What would be the revenue generation model? What
  kinds of return desired?
• Sources of seed capital outside NSBE collegiate
  funds to initiate?
• Opportunities for for-profit investments?

NSBE-2003
Build on and expand services to the alumni base
24
Expand Alumni ServicesPros

• Large pool of alumni to draw from
• Ties in with the natural flow of members through
  NSBE
• Meets expressed desire of corporate supporters
• Services selected and developed can draw data and
  insights from existing alumni
• May increase alumni involvement in other NSBE
  programs
• NSBE alumni can support operations and management
• Potential financial support from NSBE alumni
• Can be structured to not threaten the student-run
  model
• Could generate additional revenues to benefit
  other NSBE programs at the collegiate and PCI
  level

25
Expand Alumni ServicesCons

• Need attention to structure to not threaten
  student-run model
• May require complete separate management
  structure
• May require investment and losses in the short
  term
• NSBE may have little to or no experience in many
  service areas that would be attractive to alumni
• NSBE may be competing or supplementing services
  provided by others and thus margins may be low
  and marketing costs proportionately high
• May need a financial fire wall to protect
  student-run areas from the risks of some alumni
  ventures or service related investments

26
Possible Directions for NSBE
International Membership Expansion

• What geographic markets and in what priority?
• How to assess different service needs based on
  local culture and conditions? What is the fit
  with exiting NSBE services?
• Power sharing and operational relationships with
  HQ and NSBE leadership
• How will financial and other resources be shared?
  What level of seed capital needed?
• How will international chapters relate to U.S.
  based multi-national companies/BCA

NSBE 2003
27
Expand International MembershipPros

• Aligns NSBE with trends in globalization and
  international expansion of NSBEs corporate
  supporters
• Opens opportunities to expand NSBEs brand
  internationally
• Expands NSBEs historical commitment to the Black
  community
• Gives NSBE potential access to information and
  global perspectives to share with its members and
  corporate supporters
• Can build on base of foreign national students
  who attend U.S. colleges and universities
• Might find ways to piggy-back with its
  international corporate supporters

28
Expand International MembershipCons

• Services provided will need to adjust to the
  cultures and norms of the native country and thus
  may differ from the U.S. base
• Cost and challenges to monitoring international
  operations can be high
• Developing and maintaining relationships with
  foreign universities to start chapters might be
  costly and time consuming
• International chapters would find it hard to
  generate revenues and share those with the U.S.
  base
• Unclear advantages for NSBE corporate supporters
  who may tend to recruit local, in-country talent

29
Possible Directions for NSBE

• What different cultural and other differences may
  affect services delivered?
• What competition exist? Basis of NSBE competing?
• How will new ethnic group members be integrated
  with the current membership base?

Expansion to Multi-Ethnic Group Identity
NSBE 2003

• What need of key NSBE supporters will be met?
• What growth trajectory makes sense based on
  market potential?

30
Multi-Ethnic Group IdentityPros

• Aligns NSBE with growing ethnic diversity in the
  U.S.
• May better align NSBE with trends in
  globalization
• With growth would provide a larger talent pool
  for NSBEs corporate supporters and higher base
  revenues
• May open up new NSBE brand marketing
  opportunities
• The new NSBE might have larger political clout
• Existing relationships with other ethnic
  organization might be a basis from which to build
• Some combinations or mergers might bring strong
  organizations with people and financial resources
  
• Exposure to diverse groups within NSBE may
  improve leadership experience of NSBE members

31
Multi-Ethnic Group IdentityCons

• Cultural challenges with integrating non-Blacks
  into NSBE
• Early phases might require power sharing and
  management structure changes
• Initial dominant size of NSBE may make
  attracting others difficult or require
  compromises to entice and retain them
• Presents long term challenge to keeping diverse
  groups together despite the continuation of
  natural dividing lines

32
Possible Directions for NSBE

• What categories of information? From what sources
• What market needs will be met by the information?
• What vehicles will be used for delivery, using
  what assets?
• What will be the economic model?
• What NSBE advantages can be built on to compete?
• What new requirements for human and other
  resources?

NSBE 2003
Creation of NSBE Information/Media Services
33
NSBE Information/MediaPros

• NSBE might be able to identify a high value niche
  market building from its membership base
• May elevate and raise the value of NSBEs brand
• May position NSBE to influence public policy and
  opinions
• Alumni and members might be sources of
  information
• Existing media and communication services could
  provide a base from which to expand
• NSBE members and alumni might be an early
  captive market to direct products and services
  to
• May strengthen NSBEs ability to create and
  manage information about its members for better
  service delivery to members and supporters

34
NSBE Information MediaCons

• Very little experience within NSBE beyond
  publications group
• Need to quickly expand professional staff
• Requires research on appropriate business model
  (service delivery)
• Will require fixed cost for information
  collection and processing
• In many media/information markets significant
  competition exists and margins are low
• Potential high investment for initial market
  entry
• Difficult to raise external risk capital for
  initial investment
• Unclear if returns generated would be a
  significant source of margins to support other
  core NSBE services to members

35
Assessing Potential Directions for NSBEs Growth

• Considerations on how to decide and steps in
  implementation
• Section 3

36
Key issues with wide agreement from the interviews
During the summer and fall of 2003, interviews
were conducted with a wide range of NSBE student,
alumni and professional staff. There was
agreement and disagreement on important issues.
However, the areas of agreement were significant
and are worth using at this time for guidance in
considering directions for NSBEs growth. The
areas of agreement follow overleaf.
37
Key issues with wide agreement from the interviews

• NSBE cannot deliver reliable and competitive
  services in many areas with a volunteer worker
  base
• African American equaling diversity will become
  less compelling and important
• Business relationships are becoming more data
  driven, NSBE must have systems in place to
  produce the desired data for its customers.
• There is a need to diversify NSBEs sources of
  financial support, but no clear idea of how to do
  it
• There is a wide desire to find ways to serve the
  poorest and least informed segments of the Black
  Community
• There are many ways that NSBE can organize itself
  for new growth, it just has to decide

38
A longer term view of NSBEs development
Referring to NSBEs historical development, from
its decentralized more entrepreneurial phase to
its current professional/collegiate led
centralized model, a common feature was providing
services on a base of volunteers. This is in
contrast to business organizations which depend
on paid, accountable and professional staff.
This can be thought of as a range as below
Volunteer based service delivery
100 professional service delivery
NSBE is closer to the western end of this
spectrum, yet with its HQ staff not all the way
there. An issue going forward in NSBEs growth
and particular in considering the six options
above is how and when does NSBE move toward the
eastern end? As it moves in this direction new
possibilities will open up, but also new
safeguards might be needed to protect the
collegiate base.
39
Potential Directions for NSBE-What key criteria?

• In terms of what potential areas of investment
  for growth, the above list is a good start based
  on member input. How each or one of these areas
  is pursued will make a lot of difference,
  especially how they fit along the volunteer Vs
  professional service spectrum discussed above..
  The following should be important criteria
• Develop on those areas that will enhance NSBEs
  existing brand identity and resonate with its
  long term historical mission and values
• Structure activities to put a financial fire
  wall in place to protect NSBE core collegiate
  activities
• Structure activities to protect areas where the
  student-run model is important

40
Long Term Scenarios for NSBEs Business
Environment

• Scenarios and Analysis of Potential Growth Areas
  for NSBE
• Section 4

41
Long term trends that can affect NSBE

• Demographic shifts
• Change in cultural and social values
• Change in economic conditions
• Changes across the field of education
• Changes in business organizations
• Technological advances in many fields

42
Changing Conditions Over Thirty Years

• A shift in the technological base of society
  (media, communications, electronics,
  transportation)
• Globalization of business enterprises
• The ascension of U. S. military and economic
  power
• The emergence of terrorism and threats to
  Americas homeland
• The growth of the non-profit sector and expansion
  of non-governmental organization providing a wide
  range of services and options for meeting human
  needs and influencing change

43
Changing Conditions Over Thirty Years

• General advancement of the African American
  population
• Broad-based social openness and recognition of
  the advantages of human and cultural diversity
• Cultural and generational shifts in the Black
  Community (rise of Hip Hop Culture)
• Emergence of a significant Black middle class and
  more visible class structure in the Black
  community

44
Introduction to the Scenarios
The following section will present two sets of
interrelated scenarios. The first set will be
macro in the nature discussion national and
global developments that will impact NSBEs
business environment. They will suggest
alternative worlds for national and world events.
The second set will be related micro
scenarios. They will be parallel to the macro
set and in similar quadrants describe conditions
in NSBEs direct operating environment. Thus the
reader should imagine national or global events
and then drill down into what conditions might
be for in NSBEs everyday world where it is
directly experiencing change. The micro
scenarios sit directly under the macro scenarios
as illustrated over leaf. The discussion starts
with the macro scenarios and then moves to a
description of the micro scenarios.
45
NSBE Scenario relationships
A
Macro level
C
B
D
a
c
b
Micro level
d
World and national conditions macro world relate
to conditions in the micro operating world.
46
Macro level Scenario Framework-Future of the
Black Community of the U.S.
Fast/Global
Rich Get Richer
Long Black Boom
Openness Accepting
Closed Fearful
Course of Economic Growth
Social Cohesion and Advancement in U.S.
Simple Living in America
The Great Deflation
Slow/Trade Blocks
47
Key drivers in the Macro Scenarios

• Social Cohesion and Advancement in the U.S.
• The Course of U.S. Economic Growth
• Proliferation of Technology in the U.S.
• Position of U.S. as a global power
• Evolution of U.S. Labor Markets
• Developments in African American Culture

48
Rich Get Richer-Scenario summary

• Social splits arise in America between income
  classes, this crosses racial lines as the Black
  community splits along income lines also.
• Economic growth continues at a strong pace in the
  U.S. and the world, but in ways that supports
  economic efficiency and not social justice.
• Communications, computer and bio technologies
  expand into the market place, but get ahead of
  social systems. Integrating the new changes into
  society becomes a constant challenge.
• The U.S. maintains its power position through
  force and military dominance, not by its moral
  authority or acceptance of its values.
• U.S. labor market are restructured as
  manufacturing and other low to medium skill
  technical jobs move to lower wage countries.
• A split arises in the Black community between
  those assimilated into the dominant culture and
  middle class, and the lower classes.

49
Long Black Boom-Scenario summary

• There is a turn back toward social justice in the
  U.S. and wider appreciation of social diversity.
  Tax system and other changes are made to put more
  resources into helping the poor.
• Economic growth continues at a strong pace in the
  U.S. and the world, but in ways that balance
  economic efficiency with social justice.
• Communications, computer and bio technologies
  expand into the market place, but with active
  efforts to integrate the new changes into society
  with the least harm.
• The U.S. maintains its power position through
  military dominance but is more constrained in the
  direct use of force.
• U.S. labor market are restructured as
  manufacturing and other low to medium skill
  technical jobs move to lower wage countries. Job
  losses are buffered in the U.S. through
  government training and income transition
  support.
• There is accelerated movement of Blacks into the
  middle class in the U.S. leading to decreasing
  remnant in poor urban communities.

50
The Great Deflation- Scenario Summary

• Social splits arise in America between income
  classes, this crosses racial lines as the Black
  community splits along income lines also.
• Economic growth slows significantly in the U.S.
  and the world as trade tension grow and wars
  raise economic risks and Federal deficits.
• Communications, computer and bio technologies
  expand into the market place, but at a slow pace
  due to poor economic conditions.
• The U.S. maintains its power position through
  force and military dominance, not by its moral
  authority or acceptance of its values.
• U.S. labor market are slowly restructured as
  manufacturing and other low to medium skill
  technical jobs move to lower wage countries , but
  only after working through trade barriers and
  restrictions.
• A split arises in the Black community between
  those assimilated into the dominant culture and
  middle class, and the lower classes.

51
Simple Living In America-Scenario summary

• There is a turn back toward social justice in the
  U.S. and wider appreciation of social diversity.
  Tax system and other changes are made to put more
  resources into helping the poor.
• Economic growth slows significantly in the U.S.
  and the world as trade tensions grow. However
  the U.S. turns inward and less involved in wars.
• Communications, computer and bio technologies
  expand into the market place, but at a slow pace
  due to slower economic growth and time given for
  smoother social integration of the technologies.
• The U.S. maintains its power position through
  military dominance but is more constrained in the
  direct use of force.
• U.S. labor market are slowly restructured as
  manufacturing and other low to medium skill
  technical jobs move to lower wage countries , but
  only after working through trade barriers and
  restrictions.
• There is steady movement of Blacks into the
  middle class in the U.S. leading to decreasing
  remnant in poor urban communities.

52
Macro Scenario-Summary results for NSBE growth
potential and direction
Fast/Global
Rich Get Richer
Long Black Boom
NSBE for the Black elite without more outreach?
Across the board growth for NSBE with engineers?
Openness Accepting
Closed Fearful
Course of Economic Growth
Social Cohesion and Advancement in U.S.
The Great Deflation
Simple Living in America
Larger NSBE contingent upon diverse membership
beyond engineers?
Smaller, simpler NSBE of both elite and risers?
Slow/Trade Blocks
53
Transition to the Micro Scenarios
The following micro scenarios were produced by
a team of NSBE leaders in January 2003. They
were driven by internal concerns about what
factors might influence NSBE directly and
determine its success in meeting member demands.
In light of this the primary drivers selected for
the scenarios were the evolution of the U.S.
primary education system and the influence of
technological change on career opportunities.
These factors directly impacted the pipeline for
NSBE members and the opportunities available for
careers at the corporations that support NSBE.
Using a little imagination, it is possible to see
how the quadrants in these scenarios relate to
the parallel quadrant in the macro scenarios.
Descriptions of the micro scenarios follow below.
54
NSBE Future of the Membership Scenario Matrix
Technical/Engineering Centered
Dot-com Boom Expanded!
The Blessed Few
Innovative Revised
Decline Deterioration
Evolution of U. S. Primary Education System
Can You Jump the Hurdle!
Engineering Plus!
Tech Driven Career
Opportunities
Varied skill/Non-technical
55
The Blessed Few Scenario Summary

• The U.S. education system is in decline,
  especially the performance of Black students, due
  to lack of resources and attention.
• A visible gap emerges between have and have-nots,
  income determines class. A visible divide
  emerges in the Black community.
• U.S. companies import technical talent as the
  demand for technical skills remains strong.
• U.S. companies focus on international markets for
  growth and continue direct foreign investment.
• Many students attend junior colleges and other
  skilled training, but no substantial growth at 4
  year colleges.

56
The Dot-com Boom Expanded Scenario Summary

• More resources are given to improve U.S. primary
  school education to ensure U.S. global
  competitiveness.
• Technological innovation continues to drive new
  business growth
• Global economic growth expand international
  investment by U.S. companies and foreign
  companies into the U.S.
• More cultural blending and social interactions
  across groups, Black identity extending beyond
  race.
• A broadening of identity in the Black community
  as people focus beyond race.
• Significant growth in the Black middle class and
  suburbanization.
• High demand for people with engineering and
  technical skills.

57
The Can You Jump the Hurdle Scenario Summary

• The U.S. education system is in decline,
  especially the performance of Black students, due
  to lack of resources and attention.
• A visible gap emerges between have and have-nots,
  income determines class.
• Companies looking for people with combinations of
  technical, management, and other kinds of skills.
  Many bright students attracted away from
  engineering.
• Slower economic growth and pace of globalization
  diminishes job opportunities.
• Blackness reemerges as a key factor in identity
  in the Black community

58
The Engineering Plus Scenario Summary

• The U.S. education system get more support driven
  by a more socially sensitive political
  environment.
• Black educational performance improves over the
  long term, but based on lots of social support.
• More cultural blending and openness to diversity,
  Black identity extending beyond race.
• People see career success in many areas, not just
  business.
• Moderate pace of economic growth, sufficient to
  maintain job growth, however slower pace
  internationally.
• A more service intensive economy emerges in the
  U.S. Companies looking for people with
  combinations of technical, management, and other
  kinds of skills.

59
Key Implications for NSBE from BOTH
Scenarios-Predetermined Elements in the Scenarios

• Varying levels of international business
  expansion in the scenarios argue that NSBE
  members need to seriously consider having careers
  with international travel and placement .
  Bilingual skills may be increasingly important.
• Expanding views of the meaning of diversity as
  wells as shifts in race as a factor in identity
  for Black Americans must be considered in NSBEs
  leadership development training.
• In the short term there will be feminization of
  the Black educated elite. Black male education
  performance will need years to reverse. NSBEs
  membership growth may be more contingent on young
  girls interest in technical education in
  upcoming years.
• An emerging income and class split in the Black
  community may also lead to different cultures
  within NSBEs membership. This may create
  leadership training challenges for NSBE.

60
Key Implications for NSBE from BOTH
Scenarios-Predetermined Elements in the Scenarios

• Correcting the imbalances and decline in the
  U.S. education systems and the emergence of
  stricter testing may lead to lower college
  attendance by Blacks in the short and medium
  term. NSBE membership or programs may need to be
  extended to new groups to continue to meet its
  community service values and maintain its
  membership pipeline.

61
Assessing Potential Growth Areas in Light of the
Scenarios
Innovation in Services to the Collegiate
Membership
None of the scenarios argue against innovation in
NSBE services and programs to its core collegiate
base. If anything they put additional pressure
on NSBE to modernize these programs to meet with
new issues such as globalization and shifts in
Black identity. In different scenarios the shape
or content of the innovation in services may
shift. Community-based Education Services In the
Northeast and Southeast quadrants of both macro
and micro scenarios NSBE may be better served by
not directly entering education services beyond
its volunteer base because the nation is
addressing the underlying issues. On the Western
sides on both sets of scenarios there will be a
need for more NSBE actions, but challenges in
raising new resources.
62
Assessing Potential Growth Areas in Light of the
Scenarios
Innovation in Services for the Alumni The
Western scenarios at both the macro and micro
level have conditions that argue most strongly
for increased investment and development of NSBE
services to its alumni. However the rationales
vary from North to South. In the Northwestern
scenarios NSBE activity with alumni may be more
directed at retaining their involvement for
financial support and corporate contacts. In the
Southwestern scenarios it may be financial
support as well as volunteer support in
community-based activities. In the Southeast
quadrant, alumni involvement may be very
important to increase corporate support, but
probably not critical. Expansion of International
Membership Only the Northeast scenarios argue a
big upside for NSBE in international expansion.
In all other scenarios it is not critical.
63
Assessing Potential Growth Areas in Light of the
Scenarios
Expansion to multi-ethnic group identity None of
the scenarios argue forcefully for this shift.
Only the Southeast quadrant scenarios suggest
some benefits in terms of connecting with the
social evolution of the times. However, even
here it would not be required or put NSBE at a
significant disadvantage as Black identity would
be accepted in the general openness of the
times. Creation of NSBE Information and Media
Services Only the Northeast quadrant of
scenarios would argue that NSBE take on the
financial and management risks involved in this
area. A combination of membership growth and
increase financial resources would give NSBE the
strength to handle any losses early in the
learning curve of this area.
64
Consultant Recommendations for NSBEs Long Term
Growth

• Section 5

65
Reaffirming NSBEs Core Values and Vision
Core to NSBE is the idea that through a quality
education a Black person can reach his or her
personal goals for self-actualization while
supporting the growth and advancement of the
Black community. The growth and long term
vision of NSBE must be tied to further
facilitating the advancement of its core idea in
ways that are modern and relevant. NSBEs vision
must involve playing a vital role in the
advancement of the technical, mathematical and
scientific skill base of the Black community so
that individuals can make contributions to
society that serve their individual and community
needs.
66
Recommended Areas for NSBE Growth

• Enhance, modernize and improve services to the
  collegiate membership. Undertake a service
  review and commit to a significant investment.
• Develop and expand service offerings to the
  Alumni to meet BCA needs and to provide a
  continued support and mentoring base for the
  collegiate membership. Bring in professional
  assistance for program and service design.
• Develop and expand beyond PCI and TORCH to
  provide education support services to the Black
  community. Bring in professional management to
  research, create and manage the services.
• Use the university-based charter development
  model to expand NSBE chapters internationally,
  add to HQ staff for professional management and
  to insure proper relations with NSBE collegiate
  in the U.S and more active international
  marketing.

67
Rationale for Collegiate Service Growth

• Long term student demographic growth and increase
  Black college attendance will provide a base of
  students.
• Recommits NSBE to its core historical mission and
  will meet BCA recruitment needs.
• NSBE can build on its historical knowledge base,
  and strong support exists in the organization for
  the effort.
• In all scenarios there can be positive outcomes
  for NSBE in membership growth, and with efforts
  here its survival is not seriously threatened.

68
Rationale for Alumni Services Growth

• Builds on the historical base and continued flow
  of members through the organization. Data and
  information can be easily gathered.
• Meets the strongly argued demands of the BCA,
  will assure their continued support.
• A ready pool of talented alumni exist from which
  both professional management and volunteers can
  be drawn.
• Will contribute to the long term support and
  involvement of the alumni with the core
  collegiate membership.
• Can be organized in a way that does not threaten
  the long term control of the organization by the
  collegiate leadership (see organizational
  recommendations below).
• In all scenarios strengthened services here will
  help the long term viability of NSBE.

69
Rationale for NSBE further developing its
Community-based Education Services

• The need in the Black community is widespread and
  unquestionable in all scenarios.
• Directly supports NSBEs historical and current
  values.
• Additional financial support for well managed
  programs are available from both BCA members,
  other corporations and foundations.
• Efforts will support a national trend of
  heightened attention to education to shore us
  U.S. global competitiveness.
• Opportunities exist to strengthen NSBEs long
  term brand identity.
• PCI and TORCH programs might provide some market
  knowledge to build from.
• A large pool of qualified managers can be drawn
  from the Black community.

70
Rationale for NSBE International Growth

• This can be pursued with a small staff and over a
  long period of time
• The financial investment could be relatively
  small
• The charter-based expansion model that NSBE has
  historical experience with can be used.
• Reduces NSBEs long term risk to becoming
  irrelevant and uninformed should global
  development of corporations make unforeseen
  turns.
• Would embellish the brand identity of NSBE.
• Not needed in all scenarios, but with upside
  potential is the majority of scenarios.

71
Organizational Change Recommendations
Input from both the BCA and member interviews
consistently pointed out that using volunteers to
deliver services is inherently problematic as
there is no direct and enforceable
accountability. Unreliable service will lead to
poor customer relations. In areas that hold
promise for NSBE, such as alumni services and
community education services, direct management
will be needed to establish the services, and
then to manage their early growth to
sustainability. Even if volunteers are
incorporated in the provision of those services,
coordinating and follow up of their activity to
ensure acceptable service levels will need
professional management. Based on its history and
the importance of leadership development in the
student run model, the core collegiate services
of NSBE should remain student led, even at the
executive level. In all other areas where
non-members, and incidentally collegiate and
alumni members, are the recipients of the
services provided professional management should
be used and report directly to the Executive
Director as CEO of NSBE.
72
Organizational Change Recommendations (cont..)
The Key Points

• NSBE should increase it professional and full
  time staff to manage expanded growth
• The Executive Director should become the Chief
  Executive Officer of NSBE continuing to report to
  a national executive board composed of students
  and alumni.
• NSBE should further evolve from a student
  managed model to a student controlled model.
  Students should continue to directly manage the
  collegiate parts of NSBE, but other areas where
  services would be delivered to new constituents
  should be managed by professionals.

73
Organizational Change RecommendationsStructural
Change Alternatives
Alternative 1
The National Board would be expanded to include
content experts or corporate members. The
Executive Director/CEO of NSBE would continue the
current reporting relationship to the NEB
(chaired by student). The Executive Director
will be charged with developing NSBE activities
in the new areas and manage an expanded
professional staff. The membership of the Board
should be at least 51 (voting majority)
students. Students will control NSBE, but need
the support of alumni and others in key decisions
(investments, managing the Executive Director).
Alternative 2
Make no changes to the National Board. Add a
National Advisory Council to provide advice and
expertise in those areas chosen for development
and which will incorporate professionals in
delivering services. The Advisory Council will
have no management decision-making power and
advise the CEO. NEO members will be on the
Council. NSBE Collegiate will operate as it
does currently. (During the April 9 NEO
Transitional meeting, this option was
recommended to the Task Force by the NEO.)
74
Organizational Change Recommendations
(alternative 1-significant management changes)
gt51 students
National Executive Board (student chair)
New outside (non-voting members BCA or content
experts)
NAB
Executive Director/CEO
NSBE
Deputy ED
NSBE International Development
Alumni Services
Education Services
all current programs
75
Organizational Change Recommendations
(alternative 2-minor management changes)
National Executive Board
NAB
NSBE Collegiate
National Advisory Council (NEO, content experts
and key funders)
Exec Director/CEO
Deputy ED
International Development
Alumni Services
Education Services
76
Potential Directions for NSBE-What versus How

• Do not proceed into any new area without first
  identifying and getting financial commitments for
  support from sources most directly benefiting
  from or related to the new area.
• Require business plans for any new area of NSBE
  growth for which the volunteer-based service
  delivery model is not predominant and where the
  execution will not be primarily dependent on NSBE
  collegiate members.
• To assure accountability use professional
  management to develop new service areas for which
  the volunteer-based service delivery model is
  inappropriate.
• Have a clear exit strategy and early performance
  targets (especially financial ones) to pace
  investments and manage risks.

77
Conclusion and Next Steps
This document is step in the evolution of NSBEs
planning and management processes. A companion
Short Term Plan exist and provides steps toward
implementing and further developing some the
ideas and suggestions herein. The leadership of
NSBEstudents, volunteers and HQ staffmust work
together in learning, decision-making and
implementation. Some of NSBEs existing
management and planning processes will integrate
well with moving ahead some of the ideas in this
report. Other ideas may require that new
management processes be created to move them
ahead. A continuing role for the Strategic
Planning Task Force might help address those
changes.