1. ASME Strategic Plan FY 2010

2. Strategic Plan Overview Page 2 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 mission Strategic 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

3. ASME Vision and Mission (approved by the BOG April 23, 2009) Vision ASME 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. Page 3

4. 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. Page 4

5. ASME Strategy Statements for FY2010 Energy Grand Challenge Globalization Engineering Workforce Development Page 5

6. Strategy Statement: To be a leading force for the advocacy and development of a balanced U.S. energy policy and support development of balanced energy policies in other areas of the world where ASME has influence. Energy Grand Challenge Page 5

7. Discussion: Lead the engineering community through advocacy and development of a balanced U.S. energy policy - complete by 2010. Support development of balanced energy policies in other areas of the world where ASME has influence. Be THE cutting-edge resource by aggregating, integrating and disseminating information and education on energy technologies and fuel sources. Leverage ASME’s reputation and ability to provide a credible neutral voice, standards, technology transfer, information management, knowledgeable and experienced membership across all energy technologies and fuel sources, collaborator, education, government advocacy Energy Grand Challenge: Strategy Elements Page 7

8. Globalization Strategy Statement: To be recognized as the world leader in mechanical engineering and multidisciplinary technology.

9. Globalization: Strategy Elements Page 9 Discussion: Double the activities that advance the ASME mission in our existing markets outside of the USA and Canada, and establish significant and measurable activities in at least one new global area by 2014. By new global area, we mean concentrating on one key critical country (e.g., Brazil in South America, Egypt in North Africa, Bahrain in the Gulf Region). We will measure our success based on progress from the baseline established at the end of FY 2008. We will do this by focusing on ASME’s core strengths of promoting Codes and Standards and Implementing strategic global partnerships. We will leverage ASME influence globally by: Being sensitive to culture, concern for local needs, and focus on the greater good of people worldwide (such as attention to the need for sustainability and environmental responsibility); Offering the most used codes and standards; Deploying the best and most forward thinking educational curricula; Providing the most appropriate technical conferences and publications; Offering the best quality of services to individual practitioners, industry, and government; and Using the SMC as a place to coordinate and unify our plans and goals.

10. Strategy Statement: To expand the capacity and effectiveness of the engineering workforce by: Actively promoting inter-engineering society collaboration to increase public awareness of the engineering profession - focusing on primary and secondary levels; Increasing the value of ASME student and early career participation through radical changes to their ASME experiences by use of project- oriented education and practices; and Offering professional development programs to prepare a global engineering workforce to meet the challenges of tomorrow. Engineering Workforce Development Page 10

11. Discussion: We will interest and attract, educate and train, prepare and promote engineers for a changing global workforce. We will do this by: Annually increasing outreach collaborations with other national and international engineering societies by 10% to promote engineering to primary and secondary educational levels and to the general public; Annually increasing student membership by 5% and increasing the conversion and retention of Early Career Engineers by 10%; and Increasing enterprise-wide professional development and succession planning activities by 20% to all levels of engineers (e.g., early career, mid-level, and senior engineers). We will leverage ASME’s wide network (e.g. ASME mentoring; ABET; Professional Practice Curriculum; EMCI; Existing ASME Venues; Codes and Standards network of users; Digital Library and Online Learning Capabilities; Wide network includes sections, student sections, divisions, and peer linked communities, precollege entities; universities; industries; governments et. al; ASME brand.) Engineering Workforce Development: Strategy Elements Page 11

12. Global Customers C2 – Secure, serve and incorporate emerging markets & technologies C1 – Better serve our Core Customers focusing on: -Early Career Engineers -Industry -Government Practicing Engineers -Institutions Financial Viability F1 – Increase Net Revenue. Build Communities Knowledge Creation Advocate & Communicate I3 - Provide effective representation and advocacy for the engineering profession I2 – Develop new and expanded relevant content I4 - Improve coordination and effectiveness of internal/ external communications I1 – Stimulate diversity and active participation in all units and communities What we do (core activities) Learning & Growth. FY 10 Enterprise Strategy Map Approved by BOG 9.25.08 L1 – Utilize a volunteer-staff partnership to foster innovation L2 – Develop a global and diverse volunteer leadership L3 Enhance use of data and best practices in planning and decision making L4 – Strengthen enterprise project management skills and capabilities Page 12

13. Global Customers & Financial Viability ) Objective NameDefinition C1 – Better serve our Core Customers focusing on early career engineers, industry, government, practicing engineers and institutions ECE: make significant program changes to radically improve the student and early career ASME experiences Industry: define relationship and value proposition and leverage knowledge into new products & services Government: use our credible independence to advocate and be a leading force in public policy development Practicing engineers: provide new professional development training offerings to prepare practicing engineers to meet the challenges of tomorrow Institutions: maintain strong linkage to ongoing program priorities Page 13

14. Global Customers & Financial Viability (cont’d) Objective NameDefinition C2 – Secure, serve and incorporate emerging markets and technologies Identify emerging markets and technologies and advance the ASME brand recognition by providing programs, products and services for those markets and technologies consistent with new and existing customer needs. F1 – Increase Net Revenue Increase net revenue and develop a sustainable enterprise-wide business model. Page 14

15. What we do (core activities) Objective NameDefinition I1 – Stimulate diversity and active participation in all units and communities Increase active participation and diversity (geographic, ethnicity, gender and age) in all areas of ASME – Boards, committees, Peerlink COPs, etc. I2 – Develop new and expanded relevant content Ensure new and expanded content (programs, products and services) aligns with the needs of core customers (C1). I3 – Provide effective representation and advocacy for the engineering profession Provide platforms for ASME members to collectively impact public policy decisions and to promote the nobility of the profession. I4 – Improve coordination and effectiveness of internal/ external communications Ensure the content, timing and delivery mechanism of all communications are aligned with the targeted recipients Actively inform the public about ASME activities and current engineering issues that have a significant societal impact. Page 15

16. Learning & Growth Objective NameDefinition L1 – Utilize a volunteer-staff partnership to foster innovation Continue implementation of the innovation system with volunteer and staff collaboration for sustaining and breakthrough innovation projects. L2 – Develop a global and diverse volunteer leadership Develop an initiative to increase global participation (from outside the U.S.) and diversity (gender, ethnicity and age) in the volunteer leadership L3 – Enhance use of data and best practices in planning and decision making Promote a knowledge-based decision making process that encourages and uses data, “best practices” and lessons learned in evaluating and launching new programs, products and services. L4 – Strengthen enterprise project management skills and capabilities Develop skills, tools and techniques for staff and volunteers to enable successful management of enterprise-wide projects and initiatives. Page 16