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Obviously affirmative action has had a presence in presidential politics since the Kennedy Administration; however, the focus of this paper is not to chronicle the treatment of affirmative action policy in each presidency since the 1960s, but rather to take a different look at affirmative action from the context of contemporary times during the Obama Administration, with both Clinton and Bush Administrations as reference points.

In addition to noting how the Clinton and Bush Administrations responded to critics of the 50 +  year old policy framework of acting affirmatively, this paper explores how the Obama Administration has advanced access by supporting race-conscious admissions and principles of the diversity rationale.

This paper also argues that the Obama Administration has acted affirmatively by establishing and/or promoting economic policies that seek to address the legacy of poverty, thereby expanding access further.

In 2015, there were many student protests regarding diversity that made many pay attention to the status of diversity on university campuses. However, well before these protests occurred there have been diversity officers at the forefront and behind the scenes doing change management work in the equity, diversity, and inclusion arena. While universities are entrenched systems of privilege that are difficult to change fundamentally, there is hope in that this work can and does make a difference for students, faculty, and staff. So, while universities continue to reflect society and its shortcomings, this work does matter.

In this chapter, I share my personal journey as a Chief Diversity Officer for nine years at public universities in North America, drawing upon that experience I share four areas I believe are vital to the success of any diversity effort. Since I have worked in the US and Canada, I bring to this chapter comparisons across borders that highlight the significance of particular practices, challenges of the twenty-first century and pitfalls along the way.

Since much of the design work for vessels and offshore installations occurs in countries other than where the vessel may operate or where the installation may be located, it is particularly important that the expected user be considered and accommodated through the design and operational phases of a project.

Within the framework of engineering design and marine operations, this chapter will discuss “soft” issues, such as organizational and line management decisions and personnel selection procedures, as well as “hardware” issues related to design of living and working environments. In particular, the chapter will address how culture should be considered while identifying “user” needs and requirements.