Strategic Long-Range Plan
April 1, 2011
Revised: December 16, 2011
Revision Page
Date
August 2007
April 2008
May 2008
Changes
Updated Core Ideology, Envisioned Future, Assumptions, Goals
and Objectives.
Added revision page and Mega Issues.
Updated Assumptions.
Removed objective # 4 of goal # 2 as a focus for FY09.
Updated cover page with June 1st date.
April 2009
April 2010
March 2011
Complete re-write of Inclusive Value. Changed name to
Inclusive Environment.
Added numbering system to the Assumptions and Objectives
Minor changes to Assumptions based on January 2009
Environmental Scan Report.
Added objectives for FY10 focus.
Changed tense of goals to be stronger.
Added the words ‘and sectors’ to Objective #2.2 in order to
include sectors like academia.
Included the word ‘global’ in Goal #4.
Removed completed mega issue MI 00101.
Added new mega issues MI 00108, 109, and 110.
Changed COR to Senate.
Minor changes to Assumptions based on FY10 Environmental
Scan Report.
Added assumption 8.1 on Educational.
Added objectives for FY11 focus.
Revised objectives 1.1, 1.2, and 1.3.
Complete rewrite of objective 1.4.
Revised objectives 2.1, 2.2, 2.3, and 2.4.
Revised objectives 3.1, 3.2, 3.3, and 3.4.
Complete rewrite of objective 3.5.
Revised objectives 4.1, 4.2, 4.3, and 4.4.
Removed completed mega issue MI 00103.
Added ownership to mega issues MI 00107 and MI 00108.
Added new mega issues MI 00111, MI 00112, MI 00113, MI
00114, MI 00115, MI 00116, and MI 00117.
Minor changes to Assumptions based on FY11 Environmental
Scan Report.
Revised assumptions 2.3 and added 2.8 and 2.9
Added assumption 3.6
Modified assumption 4.3 and 5.8
Deleted assumption 5.9 and 8.2
Added assumption 8.2 to 8.4; renumbered remaining assumption
in Section 8
Added bolded objectives for FY12
Added the new membership goal and objectives in section 5.
Removed MI00102, MI00104, MI00108, MI00111, MI00112,
MI00113, MI00115.
Added MI00118, MI00119, MI00120, MI121.
SWE Strategic Long-Range Plan ~ April 1, 2011
Page 2
December 2011
Revised objective 2.3 to include internal awards.
For remainder of FY12 and in FY13, focus on objective 2.3
instead of objective 2.4.
Revised objective 5.2 to state: Increase opportunities for
international members.
OVERVIEW
SWE’s strategic long-range plan describes a desired vision and what will be essential to
achieving that vision. It is grounded in core ideology and driven by an
envisioned future that realizes the full potential of SWE’s ability to support its
stakeholders and the industry. SWE’s
are by:
articulated in goals that declare
Originalcommitments
Document Prepared
TECKER CONSULTANTS, L.L.C.,
10638 Stonebridge Boulevard, Boca Raton, Florida
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~ April 1, 2010
Page 3
the outcomes or attributes the organization intends to achieve. Objectives represent
key metrics affecting SWE’s ability to achieve the goal and articulate the direction in
which these issues must be moved. Strategies will describe how SWE plans to
commit its limited resources to make its vision a reality.
In the future, SWE will not be able to be all things to all people, but it must be different
things to different people as the plan evolves to meet the needs of a constantly changing
professional environment. Therefore, underlying this plan is the adoption of an ongoing
process of planning and thinking strategically, designed to ensure relevance of direction
and action over time.
In developing this strategic plan, a framework for planning was utilized, based on a
model that organizes conversations about the future into four distinct planning
“horizons.” Consultants have found the use of this framework to be a powerful tool. It
helps organizations in prioritizing and executing outcomes as well as in ensuring
relevance of an organization’s long-range direction over time.
Envisioned future. The “four planning horizons” framework consists of crafting
a comprehensive strategic direction based on the balance between what doesn’t change--
the timeless principles of the organization’s core purpose and core values (core ideology)
-- and what the organization seeks to become within a 10- to 30- year horizon--what
would be possible beyond the restraints of the current environment. The 10- to 30- year
horizon is characterized by the articulation of an envisioned future, a Vision, and
Vivid Descriptions, what it will be like to achieve the goal.
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Critical factors. The articulation of the envisioned future guides the
organization as it considers the factors that will affect its ability to achieve its goals.
Building foresight about the 5- to 10-year horizon--assumptions, opportunities, and
critical uncertainties in the likely relevant future as well as emerging strategic megaissues--suggests critical choices about the potential barriers the organization will face.
This foresight also suggests the responses the organization will need to consider in
navigating its way toward achievement of its 10- to 30-year goal, or Vision.
Strategic plan and operational planning. The linkage continues into
the 3- to 5-year horizon through the development of a formal long-range strategic plan, in
which the organization articulates the outcomes it seeks to achieve for its stakeholders.
How will the world be different as a result of what the organization does? Who will
benefit? What will the likely results be? Further, the articulation of strategies will bring
focus to SWE’s annual operational allocation of discretionary resources. Action plans,
checkpoints, and milestones will be developed through a process of operational planning,
indicating SWE’s progress toward each goal in every planning year.
A strategic long-range plan is not intended as a substitute for an annual program or
operating plan. It does not detail all the initiatives, programs, and activities the
organization will undertake in the course of serving its membership and the industry, nor
can it foresee changes to the underlying assumptions on which key strategic choices were
based. Instead, the strategic plan identifies what SWE is not doing today, but must be
doing in the future to be successful. Consequently, the strategic plan implies change-doing new things or doing more or less of current activities to ensure successful
outcomes.
Ongoing Re-evaluation. Strategic planning for SWE should become the
methodology for the organization’s operations. If it is successful, this process will not
have yielded a plan to be placed on the shelf, but will have served as a catalyst for the
“process of planning strategically,” at all times and at all levels throughout the
organization. In order to achieve its vision, SWE must not look at strategic long-range
planning as a one-time project that produces a milestone document of its best thinking at
the moment. Instead, SWE must adopt strategic planning as an operational philosophy of
ongoing re-evaluation of the critical knowledge bases that form the framework of its
world, including:
Sensitivity to member needs, insight into the future environment of the industry;
· Understanding of the capacity and strategic position of the organization; and
· Effective analysis of the ethical implications of policy and program choices.
SWE‘s strategic long-range plan represent a compass the organization will use to guide
its work over the next five years. Each year of its life, the plan will be updated based on
experience or new circumstances or as new opportunities or challenges emerge. In 2013,
SWE should author a new strategic long-range plan based upon the new environment
expected to exist in a rapidly evolving world.
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~ 10-30 YEAR PLANNING HORIZON
CORE IDEOLOGY & ENVISIONED FUTURE ~
Core ideology describes an organization’s consistent identity that transcends
all changes related to its relevant environment. Core ideology consists of two
notions: core purpose – the organization’s reason for being – and core
values – essential and enduring principles that guide an organization.
Envisioned future conveys a concrete, but yet unrealized, vision for the
organization. It consists of a vision – a clear and compelling catalyst that serves
as a focal point for effort – and vivid descriptions – vibrant and engaging
descriptions of what it will be like to achieve the Vision.
CORE IDEOLOGY
Core Purpose:
To advance the success of women in engineering and technology.
Core Values:
1. Integrity -We aspire to the highest level of ethical behavior as evidenced by
honesty and dignity in our personal and professional relationships and
responsibilities.
2. Inclusive Environment - We embrace diversity in its broadest interpretation
and commit to creating an inclusive environment for all our members and
stakeholders. We value the contributions of a diverse membership, which enables
SWE to achieve its full potential.
3. Mutual Support - We provide an organization that fosters mentoring, and the
development of professional and personal networks.
4. Professional Excellence - We conduct our activities in a professional
manner, demonstrating and demanding the highest standards of business practices.
5. Trust - We share a common definition of success, with open, transparent access to
common information, building mutual respect and confidence in the competence of
those with whom we lead, serve and partner with.
ENVISIONED FUTURE
Vision:
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To be key to the success of women in engineering and technology.
Vivid Descriptions:

Women in engineering and technology will surpass the tipping point of success. They
will enjoy greater influence as engineers and women, and they will be leaders in all
segments of industry, government, and academia. The engineering profession will
routinely value women as influential leaders and contributors, but for their
contributions - not their gender alone - and this will be notable in schools,
employment, and leadership.

The contributions of women in engineering will be so significant that it will be
viewed as a competitive advantage by those who employ and collaborate with them. 

The perception of engineers and engineering will grow. Engineering will be viewed
as a respected and desirable profession for women around the world. Engineering will
be among the top choices of professions for women, women engineers of diverse
backgrounds will have unlimited opportunities, and women engineers will be known
for making a difference in the world.

The number of women in engineering in industry will have significantly increased.
50% of engineering students will be women and more young girls will want to be
engineers when they grow up. 

SWE will be seen as an influential leader in the global women engineering
environment and a catalyst for the success of women in STEM.
~ 5-10 YEAR PLANNING HORIZON ASSUMPTIONS
ABOUT THE FUTURE ~
1.1. Assumption statements will help SWE purposefully
update the strategic plan on an annual basis. SWE's’
projected future environment is described in this
section. When conditions change, strategy needs to be
adjusted. An annual review of these assumptions will
help the Association ensure the ongoing relevance of its
strategy
Note:
Assumptions in bold expected to be major drivers.
2.1. Social, Cultural, and Consumer
2.2. There will be an increase in green design and a focus on environmental impact
which will change demands on engineers.
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2.3. Time demands and technology will blur the distinction
between work and non-work hours and challenge traditional models of
member participation and engagement.
2.4. Finding common values will become more challenging as the world becomes more
diverse.
2.5. There will be a shift in how and where work gets done and by
whom.
2.6. There will be a shift in the type of employers job
seekers deem desirable
2.7. Women engineers will have more alternatives for networking and professional
development.
2.8. There will be increased desire from individuals and corporations to be socially
responsible and to find channels for contributing.
2.9. There will be increasing competition for members from entities that provide
members with products and services unbundled from a dues-paying
organization.
3.1. Demographic
3.2. There will be a change in the generational/makeup of the engineering workforce
which will change the way business will be conducted.
3.3. There will be a multi-cultural shift in the workforce, which will not allow “business
as usual” and will challenge the status quo.
3.4. Globalization will force more flexibility in the way
businesses and individuals work and behave (24/7).
3.5. Global education systems and job opportunities will continue to improve but job
opportunity in the US will be tempered by significant off shoring.
3.6. Inclusion in STEM fields by under-represented segments of the US
workforce will grow in visibility and importance.
4.1. US Legislative and Regulatory
4.2. Women and other underrepresented groups will be impacted by changes to
environmental, immigration, and affirmative action policies.
4.3. There will be significant focus on how to improve competitiveness and innovation,
including intensive efforts in improving STEM education and outreach.
4.4. There may be changes in the amount and source of science and technology funding.
4.5. The legislative and regulatory bodies will become more
concerned about the environment.
4.6. There will be more focus on immigration policies, and this will continue to impact
the engineering workforce.
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5.1. Economic
5.2. There will be larger gaps between socioeconomic groups.
5.3. Employers will need to respond to changing expectations for benefits, salaries,
work-life balance.
5.4. There will be increased interdependence among economies.
5.5. There will be an increasing global economy, with more outsourcing, cheap
labor, and change in location of roles, etc.
5.6. There will be an increasing focus on alternative energy.
5.7. There will be an increase in medical and biotechnology engineering.
5.8. The U.S. economy will continue to shift from manufacturing to services.
6.1. Industry
6.2. Industry and technology shifts will occur frequently and
will impact the engineering workforce.
6.3. Increasing globalization of industry will influence engineering hiring trends as well
as how and where engineers are employed, changing and expanding the skills and
flexibility engineers will need in the workplace.
7.1. Technology
7.2. Technology advances will continue to make more information available in more
ways.
7.3. Information creation, collection, analysis, validation and access will be more
egalitarian and ubiquitous, and will be processed on higher-speed, highervolume, highly shared information infrastructure.
7.4. Technology will develop in alignment with sustainability expectations.
7.5. Emerging sciences will intersect, overlap, and meld with conventional sciences and
engineering, developing new cross-disciplinary fields that will provide tremendous
opportunities for the future.
8.1 Educational
8.2 Formal and informal engineering/STEM education programs will reach more
students, particularly those from populations under-represented in STEM
8.3 The dynamics of K-12 outreach programs will change as government and
corporate involvement target resources towards those programs and approaches
they believe will have impact and adopt standard messaging.
8.4 K-12 engineering curriculum will increase in visibility and adoption.
8.5 Engineering careers are requiring more education and certifications
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8.6 New Engineering disciplines will emerge.
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3-5 YEAR PLANNING HORIZON
~ OUTCOME-ORIENTED GOALS ~
Goals are outcome-oriented statements that represent what
will constitute the organization’s future success. The
achievement of each goal will move SWE towards the
realization of its vision. The goals are not in any order
of priority. Every goal will need to be accomplished if the
organization is to fully achieve its vision.
Each goal is accompanied by a set of objectives, which
represent key issues affecting SWE’s ability to achieve the
goal and articulate milestones against which to measure
progress.
Note: Objectives in bold represent the FY09, FY10, and FY11 objectives.
GOAL #1 – Growing the Profession – Outreach
There is an increase in women choosing to enter the engineering and technology
profession.
Objectives:
1.1. Increase the number of women feeding the engineering/technology schools by
starting a community college program and middle / high school pilot program.
(FY12 and FY13 Focus)
1.2. Increase the number of events that include a diverse population of girls by 25%.
1.3. Increase the impact of outreach activities as measured by reaching 25% more girls.
1.4. Increase the impact of outreach activities by training a minimum of 1,000 members
on messaging to all STEM stakeholders.
(FY10 and FY11 Focus)
GOAL #2 – Professional Excellence
Women in engineering and technology excel professionally, and their achievements are
showcased and valued.
Objectives:
2.1. Increase participation in SWE professional development programs by 20%.
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2.2. Offer quality of professional development programs for all career stages and sectors
as measured by program survey results.
(FY09, FY10, and FY11 Focus)
2.3. Increase recognition (impact and opportunities) of women with engineering
and technology experience by increasing the number of nominations for
prestigious external awards. (FY12 and FY13 Focus)
2.4. Increase recognition of SWE members as influential and sought after leaders as
measured by the number of members participate in prestigious and influential
positions, including committees and advisory boards inside and outside of SWE.
(FY12 Focus)
GOAL #3 – Industry Catalyst
SWE is a catalyst for changing the professional climate to enable women in engineering
and technology to excel.
Objectives:
3.1. Increase SWE’s impact as measured by a 15% growth in the frequency of and
participation in advocacy statements and forums.
3.2. Increase the participation of SWE members advocating for SWE’s positions by
15%.
3.3. Increase SWE's role in developing and promoting research on gender diversity in
STEM education and STEM workforce issues.
3.4. Increase the number of discussions on SWE’s position papers with industry,
government, and academic influencers by 20%.
(FY09, FY10, and FY11 Focus)
3.5. Create an encompassing media strategy that incorporates new media forums and
increases visibility overall by 25%.
GOAL #4 – Inclusive Global Community
Women in Engineering and Technology and SWE stakeholders find value in SWE
as a diverse, inclusive, global community.
Objectives:
4.1. Improve the SWE membership and leadership profile to reflect the demographics of
women in engineering and technology.
(FY10 and FY11 Focus)
4.2. Increase number of potential SWE leaders in the pipeline by 15% for professionals
and 25% for collegiates.
(FY09 Focus)
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4.3. Restructure volunteer opportunities that are adapted to the diverse lifestyles
and priorities of our members as measured by increased volunteer
participation. (FY12 and FY13 Focus)
4.4. Enhance and promote networking mechanisms for connecting members throughout
SWE.
4.5. Increase organizational understanding and commitment to the value of diversity and
inclusion as an integral part of SWE's culture.
GOAL #5 – Membership
SWE is a first choice organization for supporting women in engineering and
technology as seen by the retention and growth of its membership.
Objectives:
5.1. Grow the overall membership to 30,000.
5.2. Increase opportunities for international members. (FY12 and FY13 Focus)
5.3. Increase retention of professional members by 20% and collegiate members by 10%
5.4. At least 50% of collegiate seniors transition to professional membership (C2C).
5.5. Increase membership from corporations/universities by 20%.
GOAL X – Emerging Opportunity
At the discretion of the Board of Directors, additional goals and objectives may be added
to address emerging opportunities. These additional goals and objectives will be
evaluated as potential additions to the Strategic Plan at the next Annual Strategic Plan
Review.
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~MEGA- ISSUES~
Mega-issues are issues of strategic importance the organization will face in
defining the ultimate direction of its long-range plan. These issues form a basis for
dialogue about the choices facing the organization. These questions can also serve as
an ongoing menu of strategic issues that SWE can use--in a knowledge-based
approach to gathering insights relative to SWE’s strategic position and directional
choices--to create regular opportunities for strategic dialogue about the issues facing
the industry.
Definitions
MI 00XXX = Mega Issue tracking number
Owner = person or group who writes the white paper,
organizes/leads any discussions or task forces, and is
overall responsible for the investigation of the mega issue
Involvement = person or group who would be invited to
participate in the discussions
MI 00107
How can we build awareness and have a greater impact on
gender-based bias issues in the work place?
This mega issue would investigate if gender-based bias is still an issue in the work
place. Is it still prevalent but just looks different? Investigation of who is doing well
in this space and how their message can be shared would also be covered.
· Owner: Senate
MI 00109
How do we incorporate work life balance in a global work
with global work hour?
With most industries doing business around the world, conducting “business as usual”
is no longer possible. Increased travel and meetings outside the normal work day are
the norm, making increasingly difficult to maintain a healthy balance between work
and life. This mega issue will investigate ways to maintain a healthy work life
balance in such an environment by investigating best practices and research in this
area.
· Owner: Senate
MI 00110
How do we manage work life balance due to technology and
tools which force us to work 24 hours a day, 7 days a week?
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With more and more technology and tools available to the average engineer, business
can be done 24 hours a day, 7 days a week, making it increasingly difficult to
maintain a healthy balance between work and life. This mega issue will investigate
ways to maintain a healthy work life balance in such an environment by investigating
best practices and research in this area.
· Owner: Senate
MI 00114
To what extent and in what areas should SWE venture beyond STEM to issues relevant
to SWE's mission in the area of public policy?
SWE holds positions with issues regarding STEM; however SWE typically does not
comment or hold a position regarding issues outside of STEM. Should SWE have
positions on other public policy issues that pertain to the SWE mission? If SWE
should, to what extent? How, if any, does this impact the SWE message with what
positions SWE currently holds?
· Owner: Government Relations and Public Policy Committee with help from the
Senate
MI 00116
How can SWE inspire companies to provide creative opportunities for engineers who
want to contribute in their industry and attend to family needs?
Many SWE members struggle with the stresses of work / family balance. Family
needs include more than just care for infant and young children. The needs extend to
the care of aging parents and could also include adult handicapped children. SWE is
the premier organization for women engineers and has influence with its corporate
partners.
· Owner: Senate with help from the Corporate Partnership Council
MI 00117
How can SWE showcase the benefits of professional membership for existing and
potential members and enhance benefits for the ever-changing needs of professionals?
SWE offers many benefits for women engineers from first-year collegiate to senior,
experienced professional member; however, some have expressed concern that the
benefits are focused more heavily upon collegiate members and less on professional
members and professional member issues such as work / family balance, avenues for
women to return to work after long absences to care for children or aging parents,
career changes to discover "what's next," and the like. It is imperative that SWE
demonstrate the return on investment in the Society as a professional member.
· Owner: Membership Committee
MI 00118
How can our members, sections, and corporate supporters manage a win-win
supportive relationship at all levels of SWE to maximize benefits to each group while
upholding the SWE brand and organizational structure?
Internal SWE groups exist within some companies. Many great benefits for all
women in engineering can be achieved though cooperative efforts of sections and
local company's internal SWE groups. These groups are valuable to their employees
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and to SWE members; however, sections, regions, and the Society are officially
chartered to carry out the SWE mission, not corporate SWE groups. There are some
instances where local company affinity groups and their local SWE sections do not
collaborate with each other. Some corporate SWE affinity groups actually operate
entirely outside of the local SWE section's organization under the SWE brand name.
This situation affects the ability of sections to prosper for the good of the Society and
for society in general. From a governance and potentially legal viewpoint, a local
corporate affinity group that is using the SWE name does not have the authority to
use the SWE name by itself. It is not a chartered entity authorized by SWE, nor is it
responsible to any SWE entity. These internal corporate groups need to be a segment
of their local SWE section. Some of the internal groups may hold internal "SWE"
events to offer their employees great development and networking opportunities, but
there is no accounting for actual SWE membership. In one situation, 30 women
regularly attend their company "SWE" event, but only 5 of the attendees are actually
registered SWE members. When such benefits are given away, why would the nonSWE member attendees pay to actually join SWE? We must educate our supporters
and protect the SWE brand.
·
Owner: Senate
MI 00119
How can SWE enhance interactions between collegiate and professionals?
Evaluate how SWE can enhance interactions between collegiates and professionals in
terms of frequency and impact. Likely with these improved interactions, more
collegiates will join C2C and transition to professional membership.
·
Owner: Director of Regions (RG Council) with input from membership
MI 00120
Do we want to consider a pay per service membership model? If yes, what would it
look like?
·
Owner: BOD
MI 00121
How do we change the conversations from what member value SWE provides to how
engaged are our members?
·
Owner: Senate
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