ASME Strategic Plan Approved by the Board of Governors September 15, 2009.

ASME Strategic Plan

Approved by the Board of GovernorsSeptember 15, 2009

Strategic Plan Overview

Mission & Vision: What we want to be and why we exist

Core Values: What we believe in and how we will behave

Strategy: Our game plan for achieving the vision and missionStrategic Priority Statements tell the story of our strategy.

Balanced Scorecard: How we execute and monitor the strategy The BSC includes:

• Strategy Map with operational objectives and definitions• Scorecard with measures and targets

ASME Vision and Mission

• VisionASME will be the essential resource for mechanical engineers and other technical professionals throughout the world for solutions that benefit humankind.

• Mission To serve our diverse global communities by advancing, disseminating and applying engineering knowledge for improving the quality of life; and communicating the excitement of engineering.

ASME Core Values

ASME Core Values • Embrace integrity and ethical conduct • Embrace diversity and respect the dignity and culture of all people • Nurture and treasure the environment and our natural and man-made

resources • Facilitate the development, dissemination and application of

engineering knowledge • Promote the benefits of continuing education and of engineering

education • Respect and document engineering history while continually

embracing change • Promote the technical and societal contribution of engineers • through quality programs and activities in mechanical engineering,

better enable its practitioners to contribute to the well-being of humankind.

ASME Strategic Priorities

• Energy

• Global Impact

• Engineering Workforce Development

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Strategy Statement – Global Impact

Short Version • ASME will deliver locally relevant engineering

resources to advance public safety and quality of life throughout the world.

Statement • ASME will deliver locally relevant engineering

resources for business, government, academia and practicing engineers to positively impact the quality of life throughout the world. We will achieve this by providing value and enhancing public safety through standards, certification, technical information, networking, alliances, and advocacy.

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Strategy Statement – Engineering Workforce Development

Short Version• ASME will foster a broader, competent, vibrant and more diverse

engineering workforce with improved retention in both the profession and ASME over all career stages.

Statement • ASME will foster a broader, competent, vibrant and more diverse

engineering workforce with improved retention in both the profession and ASME over all career stages. ASME will expand the capacity and effectiveness of the engineering workforce, promote the public good and increase public awareness of the value of the engineering profession. We will achieve this by outreach to pre-college students, delivering project and team-based learning, developing methods to help students bridge to early career engineers, providing leadership opportunities and training and delivering continuing professional development and training for prospective, active and retired engineers; and by leveraging our world class technical programs, intellectual property, and collaborations with other organizations.

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Strategy Statement – Energy

Short Version• ASME will serve as an essential energy technology

resource and leading advocate for balanced energy policies.

Statement• ASME will serve as an essential energy technology

resource for business, government, academia, practicing engineers and the general public and as a leading energy policy advocate. As a credible unbiased voice, ASME will be a key source of energy technology information and standards. We will achieve this by leveraging our knowledge-based communities, expanding our energy portfolio, building a more effective energy workforce, and supporting balanced energy policies in the U.S. and other areas of the world.

FY11 Enterprise Strategy Map

S1 – Expand ASME’s global impact

S2 – Increase the conversion of engineering students and retention of early careermembers

S3 – Expand ASME energy technology resources

I1 – Expand and introduce new locally relevant products and services

I4- Empower individual Engineers to help change the World

I2 – Expand global engineeringworkforce training ( especially in energy related sectors)

I5 – Increase and broaden participation in team based learning programs

I3 – Advance alliances and related government relations activities to lead/support development of balanced energy policies in US and around the world

Stakeholders

Internal

Learning & Growth

Financial

Global Impact Engineering Workforce Development Energy

ASME will be the essential resource for mechanical engineers and other technical professionals throughout the world for solutions that benefit

humankind

ASME will deliver locally relevant engineering resources to advance public safety and quality of lifethroughout the world

ASME will serve as an essential energy technology resource and leading advocate for balanced energy policies

ASME will foster a broader, competent, vibrantand more diverse engineering workforce with improved retention in both the profession and ASME over all career stages

L1- Foster a more global and diverse organization

L2 – Utilize a volunteer-staffpartnership to foster innovation

L3 –Provide high quality cost effective internal service functions

F1- Run an efficient and financially successful operation

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Global Impact - ASME will deliver locally relevant engineering resources to advance public safety and quality of life throughout the world

FY 2011 - OBJECTIVES MEASURES TARGETS

S1- Expand ASME’s global impact

S1A -% of global growth (using Global Index as the indicator)

S1B - % of average growth in targeted non-US markets

S1A- 3 % overall growth outside the US

S1B - 10% average growth in three targeted non US markets

I1– Expand and introduce new locally relevant products and services

I1- Number of new, locally-relevant products and services in pipeline or released

I1- (5) in the pipeline/released

I4- Empower individual engineers to help change the world

I4– Number of registered Users in Engineering For Change

I4– (100%) increase from FY10 registered users

Unless otherwise indicated all targets using an FY10 baseline; Measures & Targets to be reviewed in Spring 2010

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Beyond FY11 - Global Impact - ASME will deliver locally relevant engineering resources to advance public safety and quality of life throughout the world

LONG TERM OBJECTIVES

OBJECTIVES 2011

DESCRIPTION AND NOTES

Recognized as the premier source/provider of technical information that enhances public safety and quality of life

S1 - Expand ASME’s global impact

I1 - Expand and introduce new locally relevant products

Global Index measures 5 key indicators:Web Visits; Membership; Participants in ASME activities (courses, conferences…); committee members; Certified Manufacturers.The Index is compiled, adjusted by weights and reported by country.Identify top markets for capacity building, local outreach and enterprise level projects and activities

Definitions / Understanding of “new and locally relevant” needed before FY 11. G-SET to maintain pipeline.Baseline needed before FY 11

To be the catalyst for a major world engineering focus and empower individual engineers to help change the world

I4 - Empower individual engineers to help change the world

Initiative to Develop Enterprise level plan and budget

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Engineering Workforce Development -ASME will foster a broader, competent, vibrant and more diverse engineering workforce with improved retention in both the profession and ASME over all career stages


S2- Increase the conversion of engineering students and retention of early career engineers

S2- Number of early career members

S2- 3% annual increase

I2- Expand global engineering workforce training (esp. in energy related sectors)

I2A- Number of new ASME owned or licensed courses and certifications in energy related sectorsI2B- Number of paid enrollments in top ten conferences

I2A- (5) new ASME training courses and/or ASME training certificate programs

I2B- 3% average increase over FY10* adjusted for non-annual events

I5- Increase and broaden participation in team and project based learning programs

I5- Number of students participating in ASME project oriented learning

I5- 5% growth over FY10


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Beyond FY11 - Engineering Workforce Development -ASME will foster a broader, competent, vibrant and more diverse engineering workforce with improved retention in both the profession and ASME over all career stages


OBJECTIVES 2011 DESCRIPTION AND NOTES

To be a leading global networking provider for early career engineers

S2 - Increase the conversion and retention of early career engineers

Early Career (EC) –needs to be definedBe an early adopter of new networking spaces and formatsMentoring will be included as an important component of networking.Engage retirees in contributing content that ASME can widely disseminate and in mentoring activities (Centers & K&C sectors)

To be a leading global engineering workforce training provider

I2 - Expand global engineering workforce training (esp. in energy related sectors)

Create Conference Index to collect and bring attention to energy-based offerings

Develop and sponsor active learning projects for undergraduate and graduate students

I5 –Increase and broaden participation in team based learning programs

Increase public awareness of the role of engineers in enhancing the public good to bring excitement of engineering to pre-college students (Centers sector)

Expand number of internal/external partners in promoting project based learning

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Energy - ASME will serve as an essential energy technology resource and leading advocate for balanced energy policies (BOG 9.15.09)


S3- Expand ASME energy technology resources

S3A- Number of ASME energy products, programs and services in thenuclear power industry portfolio

S3B- Number of ASME energy products,programs and services in the renewable energy portfolio

S3A- 10% of product portfolio for the nuclearpower industry is new/updated compared to prioryear’s portfolio

S3B- 10% of product portfoliofor renewable energy isnew/updated compared to prioryear’s portfolio

I3- Advance alliances and related government relations activities to lead/support development of balanced energy policies in US and around the world

I3A – Number of Energy Policy Coalition position statements

I3B- Number of ASME position statements

I3A- (3) Coalition position statements

I3B- (4) ASME position statements


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Beyond FY11- Energy - ASME will serve as an essential energy technology resource and leading advocate for balanced energy policies


OBJECTIVES 2011 DESCRIPTION AND NOTES

To serve as an essential energy technology resource for industry, government, academia and the general public

S3 – Expand ASME energy technology resources

Implement Energy Grand Challenge roadmap top priorityrecommendations.Develop Energy portfolio baseline in FY 10 (Energy Strategy Execution Team-E-SET)Fossil Energy will have a 2012 targetEnergy Technology web presence – target 1/2011Comprehensive listing of on-going ASME Energy activities.Forums developed for ASME volunteers and others to both network, and to be kept informed of new ASME EGC projects and collaborative opportunitiesProvide links to key Government, Industry and University Energy ExpertiseProduce energy fact book - detailed summaries of energy technologies –Why? How?Create a comprehensive Energy communication plan

To serve as a leading advocate for balanced energy policies in the USand other areas of the world

I3 - Advance alliances and related government relations activities to lead/support development of balanced energy policies in US and around the world

Possible addition to SM scorecard for FY11Energy assignments for Federal FellowsCongressional Briefings Make energy advocates in other countries aware of ASME positions; Make, create, train, vet advocatesCan we come up with anything for other areas of the world as long term objectives? ie Strengthen alliances with international consortia(?) Maybe simple basic technologies for less developed or needy communities.

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Learning & Growth / Financial (BOG 9.15.09)

FY – 2011 OBJECTIVES MEASURES TARGETS

L1 – Foster a more global, and diverseorganization

L1- Implementation of Diversity Task Force recommendations

L1- By the end of FY11, 90% of senior volunteer leaders (VP,SVP,BOG) andNominating Committeemembers will haveattended leadership diversity training

L2 – Utilize a volunteer-staff partnership to foster innovation

L2-#of new innovation projects in development

L2 -based on available funding

F1 – Run an efficient and financially successful operation

F1- Operating net, actual vs. budget

F1- Meet or exceed enterprise bottom line annual budget


ASME Strategic Plan Approved by the Board of Governors September 15, 2009.

Documents

Transcript of ASME Strategic Plan Approved by the Board of Governors September 15, 2009.