ASEE envisions widespread, inclusive, and equitable environments in engineering, academia, and industry that embrace individual differences and leverage diversity for a better engineered tomorrow.
To increase visibility and discussion of diversity issues.
To help develop inclusive and pervasive environments for all engineers to thrive.
To facilitate and encourage use of translatable strategies that enable both bottom up and top down empowerment.
We are guided by four key values and priorities, each of which has five objectives. Every objective is assigned to a committee or team, indicated in the third column. Each committee/team will articulate its annual strategy (measurable goals and priorities that support each objective) by Sep 1 each year for accountability.
PARTNER
We partner with ASEE groups to assess and implement equitable and inclusive policies and practices that advance ASEE’s vision, mission, values, and goals.
| P1 | We will ensure HQ, Divisions, Sections, and Zones get information about CDEI events so they can pass the information along to their constituents. | Communication |
| P2 | We will build capacity for Divisions, Sections, and Zones to contribute quality diversity papers. | Awards |
| P3 | We will support HQ, and leaders of Divisions, Sections, and Zones to conduct organizational Equity Audits. | *Institutional Change Team |
| P4 | We will provide advice to ASEE HQ as a partner on DEI issues as needed | *Institutional Change Team |
| P5 | We will partner with Divisions, Sections, and Zones to broaden DEI capacity. | *Outreach Team |
MODEL
We listen to the needs of ASEE members, and seek to lead authentically, transparently, and inclusively by modeling best DEI practices.
| M1 | We will conduct and share the results of an annual survey of CDEI members. | Strategic Planning/Assessment |
| M2 | We will grow leadership from within by intentionally developing and nominating existing members for CDEI leadership positions. | Executive |
| M3 | We will improve accessibility, inclusivity, and transparency in CDEI operations. | Executive |
| M4 | We will draft responses to key events for timely advocacy or to encourage diversity, inclusion, or equity policies. | Policy/Letters |
| M5 | We will monitor and measure progress towards our collectively developed strategic plan. | Strategic Planning/Assessment |
EMPOWER
We aim to cultivate a supportive, respectful, and accountable community that empowers us to strive for diversity, equity, inclusion, and justice in engineering.
| E1 | We will expand our CDEI membership and level of participation and engagement. | *Outreach Team |
| E2 | We will provide community-building activities that nurture the well-being of our membership. | *Community Building Team |
| E3 | We will support members embracing difficult conversations with openness and empathy and handling discomfort and burnout inherent in DEI work. | *Encouragement Team |
| E4 | We will coordinate activities for the ASEE Annual Conference that showcase CDEI and broaden participation. | Conference Planning |
| E5 | We will spotlight scholars and DEIJ in engineering success stories. | Awards |
GROW
We provide opportunities and support for the engineering education community to grow in their DEI knowledge, capabilities, and effectiveness.
| G1 | We will provide professional learning opportunities at the annual conference. | Professional Development |
| G2 | We will provide virtual learning opportunities. | Professional Development |
| G3 | We will post meaningful, action-focused content on our regularly updated website. | Communication |
| G4 | We will exercise influence to promote DEI in ASEE publications. | *Spotlight Team |
| G5 | We will provide training for people interested in leading DEI workshops. | Professional Development |
* Indicates a new team formed in 2022.