American Society of Naval Engineers
Strategic Plan 2016 - 2021
The purpose of American Society of Naval Engineers’ Strategic Plan is to provide a roadmap for delivering the society’s enduring values to its constituencies. The plan informs and guides the decisions of the society’s elected leadership, the operations of its staff, and its organizational sub-groups (e.g., regions, sections and committees).
The plan looks out to the next five years. It estimates the technical, demographic, cultural and fiscal environments the society is likely to encounter and it estimates the future needs of its members and constituencies. It describes the products, services and policies which the society will continue, discontinue, develop and explore. The plan also provides milestones for achieving the desired actions and outcomes.
The American Society of Naval Engineers (ASNE) was organized in 1888 by practicing naval architects, engineers, artisans and mariners as a means to share, for the common good, their individual and hard-earned knowledge of building, repairing and sailing the ships that comprised the nation’s naval and maritime services. This “sharing” was accomplished through regular meetings and the creation of a journal in which they recorded their lessons learned.
In the past, as our nation expanded its maritime presence, it increased its naval capabilities, adopted new technologies, built necessary infrastructure, and grew a sizable and capable government and industry workforce. As the US naval force structure grew, so did ASNE’s membership, the technical content of its journal, and participation in its conferences and symposiums.
Today, the nation’s global maritime and naval presence is provided by a force that, while powerful, comprises fewer ships, fewer men and women in uniform, less infrastructure (government and industry), and a smaller technical workforce. The smaller numbers of ships and fewer uniformed members of the sea services are offset by substantial increases in the capability and “reach” of each individual ship and ship system. While infrastructure has retained its capability, it has been reduced in capacity to match the size of the force.
Sensors, weapon systems, ship designs and propulsion systems are more technically advanced and complex; and some “game changing” technologies are now transitioning from research, engineering and development into first-time Fleet use. Networks of communications systems and computers connect and integrate single systems into “systems of systems”; creating intricate webs of technical and operational interdependence.
Computing power and automation, coupled with sophisticated algorithms, tools and extensive data bases, accomplish design and engineering tasks that formerly required a large number of degreed engineers, trained technicians and practiced artisans. The result is a highly skilled but significantly smaller technical workforce, and a steep re-learning curve as industry and government alike strive to replicate the knowledge, skill and experience of a growing population of retirement-eligible workers into a younger, novice workforce.
At the heart of our maritime and naval forces are Sailors, Guardsmen, Marines and Merchantmen. Above all else, ASNE is dedicated to assuring that those who go to sea are sailing in ships that have been well and fully engineered for their safety and the success of their mission(s).
It is here that ASNE’s original purpose continues to be relevant; to provide the means for scientists, architects, engineers, technicians, artisans and mariners to meet, share, debate and improve upon their knowledge, experience, practices, and processes. We do this so that the men and women serving at sea are supported by a technically well informed workforce that is highly skilled at researching, designing, building, maintaining, repairing, modernizing and retiring our ships, and the supporting systems ashore.
ASNE’s members understand that science and technology is always evolving, incorporating new discoveries, abandoning superseded technologies, and occasionally experiencing radical and rapid change. We also appreciate that the ability of any organization or institution to continue to serve its purpose depends on how well it adapts to changes in its environment(s). Examples include changes in: laws, governing regulations and policies; cultural practices; demographics of existing and potential members; interests of members; fiscal challenges; etc.
ASNE’s Long Range Strategic Plan examines the expected future environments in which the society will operate and provides the “sailing directions” that will enable the society to continue its legacy of exceptional service to our nation’s maritime and naval Services.
3. Guiding Principles
Article III of the “Bylaws of the American Society of Naval Engineers” is the foundation for the strategic plan and states the society exists to:
- advance the knowledge and practice of naval engineering in public and private applications and operations,
- enhance the professionalism and well-being of members, and
- promote naval engineering as a career field.
The strategic plan describes, in broad terms:
- what the society will do to provide for and execute its founding purpose, and
- the time frame in which the action or activity should begin and/or finish.
4. Responsibilities & Process
The Society’s Long Range Strategic Plan (LRSP) will be reviewed and updated annually by the Society’s Long Range Planning Committee (LRPC). The update process shall take into consideration: direction offered by the Society’s President and Council; the Society’s approved budget (including out years); progress made toward previous strategic objectives; and the LRPC’s own assessment of the needs of the Society’s constituents and the general environment in which the Society will operate.
o July: Commence ASNE’s Fiscal year. LRPC commences work on to update the ASNE Long Range Strategic Plan.
o November: LRPC briefs various ASNE Committees on changes it is considering in the Long Range Strategic Plan. The intent of this brief is to provide early insight so that committees can incorporate adjustments into their annual budget deliberations. In particular, the LRPC must brief the ASNE Ways and Means Committee.
o January: The LRPC completes the update and formally presents it to the Society’s President and Council for deliberation. Upon receipt of the proposed LRSP, the President asks the Council, the staff, and the Society’s committees, sections, and chapters to review the plan and to propose modifications, changes or amendments.
o March: The LRPC completes any required revisions and re-presents the LRSP to Council for formally adoption. ASNE Committees then incorporate LRSP guidance into their upcoming budget and execution plans.
o May: Council approves the ASNE budget for the next fiscal year.
The Society’s President coordinates and oversees the plan’s execution. The President reports progress on the plan as part of the President’s annual state of the society address.
Execution is accomplished by the society’s staff (under the direction of the Society’s Executive Director) and committees (formal and ad hoc), as may be assigned by the President or Council.
Individual sections/chapters of the Society and individual volunteers may also assist in executing the LRSP; in which case the President or Executive Director will issue them a formal letter describing the task(s) to be accomplished, their authorities, the assigned resources, and the timeline for completion.
The foundations of any maritime endeavor are the sciences, technologies, materials, tools, and processes associated with:
- naval architectures,
- propulsion systems,
- mission systems, combat systems and weapon systems
- hull, mechanical and electrical systems, and the
- construction, maintenance, modernization and operation of ships.
Naval operations bring an additional foundational element; the development, construction and operation shipboard weapon systems (e.g., missiles, guns, torpedoes); including associated sensors (e.g., radars and sonars) and electronic warfare systems.
Many of ASNE members work in these areas and much of the society’s current work provides venues to address related discoveries, inventions, issues, challenges and solutions. Continued engagement in these areas is consistent with the society’s origins and purpose. As technologies such as electric drive, directed energy, water jets, and autonomous systems are brought into service, they will bring new issues and challenges which are a natural and appropriate fit with this mainstream of ASNE’s membership, activities and venues.
There are three, nascent operational capabilities that are technology rich and have implications (and opportunities) for naval and maritime engineering. These are “cyber”, ballistic missile defense and autonomy.
With respect to “cyber” (both its electromagnetic and digital aspects):
- Many tools and systems used to design, manufacture, control and trouble shoot today’s ships, their systems and their supporting infrastructures are computer based and networked. This makes them vulnerable to external manipulation (i.e., cyber-attack). Solutions to this vulnerability requires the coupling of sophisticated skills in the engineering of computers and software with a deep knowledge of “how” and “why” these ships and systems are designed, manufactured, controlled, monitored and analyzed.
- In addition to protecting physical systems, the operational “cyber domain” includes the ability to conduct “cyber-offense”, “cyber-defense” and “cyber-maneuver”. Engineering challenges abound in each.
- The scientist, engineers and operators engaged and skilled in “cyber” are not in ASNE’s mainstream.
With respect to ballistic missile defense:
- The US Navy continues to improve its existing, successful sea-based ballistic missile defense capabilities. Engineering challenges are emerging as the application of new technologies are considered (e.g., lasers and rail guns); command and control systems are improved; and sea-based systems are being installed and operated in locations ashore and overseas.
With respect to autonomy:
- Significant advancements in a broad spectrum of sciences and technologies are accelerating the pace at which autonomous systems are being developed and fielded, and increasing the scope of their use/application. When considered in the context of “from the sea”, there is no element of naval and maritime forces that will not use and benefit from autonomous systems. Systems are in use (or soon will be) that are essential to operations conducted by Marines, Guardsmen, Sailors and Mariners. As the necessary technologies are advanced and incorporated, the numbers of and uses for autonomous systems will increase. Whether they operate ashore, at sea, under the sea or in the air, each is the product of engineering executed across multiple highly technical disciplines.
There are also challenges in the sciences and technologies that underlie systems for intelligence, surveillance and reconnaissance (ISR); situational awareness (SA); command and control (C2) of forces; mission planning and collaboration. Many of these systems are enabled by commercial computer and communication system for which numerous, well established professional and industry associations already exist, and have robust membership. Against these associations, the best ASNE could hope to achieve is to be “one among many”.
The possible exception to being “one among many” is to support the professional needs of scientists and engineers who are working with aspects of information systems/technologies that are unique to national security and homeland security. These aspects may include specialized waveforms and data structures; classified capabilities or information; unusual locations or operating environments; etc. Cooperative activities with associations that are aligned to the “operators” (e.g., Armed Forces Communications & Electronics Association) may provide avenues for ASNE to build a constituency among engineering professionals working in these areas.
Technology Outlook: Technologies and engineering practices that have been traditional to ships and naval weapon systems will continue to evolve and improve. However, in the future, successful naval and maritime operations will increasingly rely on technologies which have more recently emerged; are new; are not traditional to sea power; and are not in the mainstream of the society’s activities and products. Examples include; nanotechnologies, directed energy systems; space-based systems; autonomy; advanced information system technologies, analytics.
ASNE’s By-Laws are very broad in terms of requirements for membership. They do not require that members be trained, educated or practicing as scientists, engineers, artisans or operators. Nor do they restrict membership to those who are, or have been, in the military or government service. In short, the By-Laws offer membership to any individual interested in naval or maritime technologies or operations.
Historically, the number of government (military and civilian) and industry employees who design, construct, maintain, repair, modernize and support the readiness of ships and their systems runs in rough parallel to the numbers of ships in the government’s naval and maritime inventory. ASNE’s membership numbers have run in rough parallel to that number of government employees.
In more recent years, computer-aided design and manufacture techniques and technologies have significantly reduced the necessary numbers of architects, engineers and artisans while advances in materiel technologies are reducing the maintenance requirements for each ship.
It therefore seems probable that the total population of potential ASNE members going forward will be in rough proportion to the number of ships that the government is designing, constructing, modernizing and maintaining; and not the number of government and industry personnel employed in those activities.
Ages of the current society membership, current government workforce and the potential membership pool are also an important demographic.
- The distribution of current member’s age is heavily populated with people near or past 55 years of age. Once they leave their current jobs, only a small number continue their membership when they pursue second careers or withdraw completely from the employed population.
- Government data suggests the age distribution of its naval and maritime workforce is not even but is heavily populated at two extremes; those at or near retirement age and those who are young and new to the workforce. Those at or near retirement are the larger of the two populations.
- The proportion of new, young entrants into the relevant government and industry workforces is less than 1-for-1 as the older, experienced workers leave.
Demographic Outlook: The demographics strongly suggest that the number of dues paying members will decline and that the population of potential new members will be smaller in numbers and youthful. Perhaps more importantly, it will be necessary for these individuals to undertake challenging, highly-technical, responsibilities without the benefit of the experience, advice and mentoring that was commonplace for previous generations.
Since the emergence of the “digital revolution” in the mid-1980s, social behaviors, academic modalities and professional structures have undergone significant change. Ad hoc samplings of young scientists, engineers and artisans (both government and industry) suggest that within the context of their naval and maritime employment, the Internet is their primary venue for social engagement, academic achievement, knowledge of their profession, and advice.
Also troubling is that only very few military and government civil service employees (regardless of age) regard ASNE as important (or relative) to their profession or career. And, in more than one inquiry, the society has been characterized as an association for retired senior Engineering Duty Officers.
Many, if not all, of ASNE’s pool of potential members, are natives of the “digital age”. Their expectation is that they can gain access to all data, knowledge, education or experience (lessons learned); that is relevant, accurate and true; anywhere, anytime; via an “always on” electronically enabled, world-wide information network (aka, the internet). They value highly (and will pay for) “on demand” access to information. Structured and scheduled interactions typical of associations and societies are far less valued, and may not be sought at all.
Cultural outlook: Going forward, the key challenges for ASNE are to:
- define its relevance and utility in terms that resonate with youthful and middle-age employees in government and industry and in ways that encourage their personal participation, and
- deliver that utility (value) in ways (products) that are easily accessed and consumed by the younger generations.
The society’s annual operating budget has averaged slightly above $2.5 million over the years 2012, 2013 and 2014.
The society derives its fiscal resources from:
- membership dues
- contributions & donations
- investments, and
- sales (i.e., all sources except dues, contributions, donations and interest)
Revenues from individual membership fees averaged just over 15% of all revenues, over the period. However, as the Demographics and Culture sections of the plan suggest, if not addressed, the number of members will continue to decline due to the decreasing pool of potential members and their tendency to not belong to organized associations. Adding to this decrease is the inevitable aging of current members. In the aggregate it is likely membership can be expected to decline.
Personal contributions and donations averaged just over 3.5% of all revenues. These revenues come from members who seek to establish a legacy (e.g., sustaining membership). Members can be encouraged to contribute or donate; but as many factors play into their willingness and ability, the amounts are neither dependable nor forecastable.
The society invests a small amount of its revenues for the purpose of providing for future unplanned expenses. This is a sound and prudent business practice, which should continue. Returns from these investments are small (average is 0.8 % of all revenues) and ancillary to ASNE’s annual operating budget.
“Sales” (e.g., sponsorships, advertisements, event fees, educational courses, advertisements, etc.) represent the majority of ASNE’s income; averaging just over 80% of the society’s total revenues for the period. The largest contributor to sales was symposia which averaged nearly 87% of all sales over the period.
In terms of total expenses over the period, symposia expenses average just over 45.5% of all expenses and headquarters staff human resources (HR) averaged just over 38% of all expenses.
From time to time, suggestions have been made that the society would achieve a better fiscal position by increasing the number of symposia and/or decreasing its headquarters HR expenses. These are inversely related actions. Increasing the number of symposia imposes an increased workload on staff and may require additional staff. Conversely, decreasing staff decreases the capacity to arrange, coordinate and conduct symposia.
In fact, if the Society were to assign all revenue from dues, contributions, donations and interest to pay for ASNE HQ personnel costs, the total would cover only about 52% of those costs. The remaining 48% must be made up from other revenues which comprise mainly symposia.
It is sometimes remarked that revenues can be increased by conducting more symposia (or other society activities) which can be produced by increasing the number of event volunteers. While feasible in theory, in actual practice, only a few volunteers step forward and it is increasingly difficult for volunteers to navigate the complexities of arranging, conducting and executing symposia; particularly the collection and handling monies and maneuvering the process for obtaining approval for government participation.
It has also been suggested that ASNE headquarters should be able to accomplish all its tasks (including the arranging, managing and conducting symposia) with a smaller staff. However, experience over the past three years suggests that a headquarters staff of 8-10 full-time employees and 2-3 part time employees can successfully accomplish its work (revenue collections, journal production; members support; support to sections/regions, etc.) and successfully conduct 5 annual “national” symposia;
- 1 ASNE Day, with attendant annual ASNE business meetings
- 2 “large” symposia (e.g., Fleet Maintenance and Modernization Symposium, and Mega-Rust”)
- 2 “smaller” symposia (e.g., Combat System Symposium and Office of Naval Research’s Science & Technology Expo)
Clearly, there is a very close relationship between the ability of ASNE to successfully create and deliver content (e.g., journal, symposia and member services) and the size (and quality) of its headquarters workforce. More importantly, the current staff size appears to be at or near the lowest size at which current operations can be sustained.
Financial Outlook: ASNE financial operations can be described as “hand-to-mouth” and, while challenging on a day-to-day basis, is appropriate to its not-for-profit character.
Going forward, if the society determines that additional revenues are required to fund initiatives such as offering a broader scope of education, mentorship, etc., choices will have to be made between (or among):
- accepting debt
- finding offset among current expenses
- increasing fees for membership
- increasing fees for attendance at symposia
- increasing fees for advertising in the journal and/or vendor displays at symposia
- increasing the number of paid advertisers
- changing the by-laws to allow for paid corporate memberships
- finding new sources of membership and/or sponsorship
The Society prides itself on the responsible execution of its fiscal responsibilities. Credit and accountability for the Society’s fiduciary reputation resides largely in the Society’s professional staff, whose input therefore must be included in deliberations regarding the earning and expending of revenues.
Crucial to the fiscal viability of ASNE is to find ways to “monetize” its inherent value, and its current and future products. This could include creation of new “value streams” and/or re-packaging existing products and services into formats that are more recognizable to, and more easily purchased and consumed, by the digital native population. It is also important to not over-estimate the size, scope and value of materials that ASNE has clear access to.
E. Regions, Sections and Chapters:
The measures of ASNE’s success are the professional competence of its members and their excellence as leaders in their workplace(s).
Like the naval and maritime forces themselves, the associated government and industry workforce resides in diverse locations. Some locations comprise not only ships and their crews, but also significant industrial facilities. Other locations are smaller, located inland and conduct important science and engineering work. In all locations the workforce is a mix of government and industry personnel.
ASNE’s purpose is relevant wherever the work requires technical competence. ASNE’s Bylaws provide for organizational sub-elements (i.e., regions, sections and chapters) which are chartered to “stimulate…professional growth” consistent with the needs and resources of the particular location.
The strength and reach of ASNE derives directly from the energy, dedication and work its members contribute to organizing and conducting the society’s activities and events. The society’s national headquarters provides the structure necessary to maintain consistency of purpose and adherence to law and regulation across its local sub-elements. Individual regions, sections and chapters are the means by which the society engages its members, and is engaged by its members. The two are mutually dependent.
Whether at headquarters or at the local level, ASNE exists and functions only where there is a core group of members who are passionate about constantly improving their professional knowledge, the quality of their work and are deeply committed to the betterment of the next generation of the naval and maritime workforce.
Regions, Sections and Chapters Outlook
Traditional organizational constructs such as regions, sections and chapters may not thrive within the cultural norms and practices of the coming generations; the so called “digital natives”. In the past, time and distance dictated practical limits (temporal and geographic) over which an organization could be effective or successful. Growth (i.e., expansion) was achieved by replicating into new locales and establishing a central coordinating headquarters.
Information technologies of “digital era” have enabled almost everyone, everywhere to “be connected” with anyone, anywhere at any-time. This is certainly true for scientists, engineers and technologists – ASNE’s target membership.
Experience to date suggests that digital natives prefer to connect and interact in venues that are ad hoc and virtual, rather than in meetings and groups that are scheduled and defined by physical demographics. These digital enclaves are temporary, forming and dissolving as quickly as new technologies, processes, practices or issues emerge and are resolved. As “interconnectedness” becomes more imbedded in (and essential to) everyday life, individuals will increasingly turn to “always on; always available” virtual sources for education, networking, and mentoring. These are the very products and services that were traditionally provided by the regular physical gatherings of members of societies and associations.
ASNE is ill-prepared to thrive in a cultural environment that bypasses the traditional geographically oriented structures of regions, sections and chapters. Platforms that support the emergence (and dissolution) of the boundary-less, digital organizational centroids should be developed and implemented.
F. External Influences
The policies and budgets enacted by agencies and departments of the federal government exert a large influence on ASNE’s operations and activities.
In the past, the society counted among its members a number of military and federal civilian employees, many of whom held elected positions in the society; overseeing and managing the activities of the society at the headquarters, regional and sections levels. This is no longer the case.
In recent years, restrictions have been put in place by federal departments and agencies disallowing active leadership of the society by members of the armed services and civil service employees. Additional restrictions have been placed on the number of government personnel who can travel to attend events such as symposia, conferences, etc., or “pay” to attend. These restrictions address the government’s proper concerns over propriety, costs and public perceptions.
These restrictions have produced two significant outcomes:
o Senior Department of Navy officials (military and civilian) generally cannot support (e.g., be speakers) at symposia, conferences, etc. unless the event coincides in place and date with a previously scheduled official function or duty. Since a major reason industry participants pay to attend symposia and conferences is so that they may hear from senior government official, it is increasingly difficult to attract industries attendance.
o In order to increase government personnel (military and civilian) attendance, many symposia and conferences are now “free” to government personnel who reside in the local commuting area. While this has in some instances increase government attendance (and made some events appear to be highly successful, based on attendance) it has also decreased the revenues which pay for the cost of the event. In some instances events are being conducted at a loss.
With the passage of time, the processes and criteria for gaining necessary approvals for government employees to attend and/or participate in symposia may become more standardized and less burdensome. While this may enable increased government participation, and may ease the work required to gain governmental approvals, it will not ease other factors which also impact symposia attendance and sponsorships. To wit;
- government & industry concerns regarding “appearances” and “ethics”, and
- government travel and education budgets, and
- business development budgets of relevant industries/companies.
From an industry point of view, the cost to attend or participate in symposia is weighed against the opportunity to meet and talk with government personnel and the likelihood that new business opportunities may emerge. When government participation is curtailed there is less incentive for industry to attend or participate.
An important, but less obvious influence on ASNE’s activities is the number of similar activities, products and services being offered by other “competitor” associations. While many of these associations serve a different or adjacent constituency (e.g., Naval Submarine League) they seek to engage many of the same speakers and panelists as ASNE’s symposia, and in some cases structure their agenda’s around the same issues and concerns.
When coupled with recent reductions in the numbers of Flag and General Officers, and Senior Executive Service leaders, the result is that every society and association is upping its game in the competition for speakers among a decreasing pool of senior government leaders.
External Influence Outlook
Governmental budgets, regulations and personnel strengths ebb and flow with the security and defense posture of the nation. ASNE is not immune to the rise and fall of those tides; however, as long as the nation maintains a maritime and naval capability, there will be a government structure that exercises authority over the design, construction, maintenance, repair, modernization and retirement of those ships and systems. In that context, engineering and technical challenges will emerge and need to be addressed, thus assuring continuation of ASNE’s founding purpose, which is to advance the knowledge, practice and profession of naval engineering.
In so far as ASNE remains dedicated to naval engineering practices, and to those who practice naval engineering, it has no competitor society or association. Much to the contrary, ASNE has been approached by naval engineering professionals from other countries who seek to establish similar professional societies or even extend ASNE to meet their needs. This is a need which represents significant potential for the long term sustainment of ASNE, and is likely to be enabled by the technologies of the digital era.
With respect to competing societies and associations, there is at least one strategic danger against which ASNE must continue to assess itself. That is the natural tendency of its membership and constituencies provide forums for, and to engage in, debates about the requirements for naval and maritime force structures and mission capabilities. While these are important and worthy topics --- they are not of unique interest to ASNE and are not consistent with ASNE’s founding purpose. To the extent that the structure and agenda of ASNE’s forums are bent towards the discussions and debate of requirements, the society risks diminishing the strength of its unique position and purpose --- and in doing so risks becoming another “one among many”.
The Society and its constituencies are at least at an inflection point, if not at the point of crisis.
From a fiscal perspective, the Society’s membership numbers and symposia attendance are the major fiscal sources but are not keeping the Society’s books balanced. The environment described in section 5 suggests strongly that improvement is not likely.
The nature and expectations of the society’s members and the needs of its constituencies have changed. The upcoming younger, less experienced workforce (government and industry) needs (and wants) access to education, experience, and mentorship that is specific to the needs of the nation’s naval and maritime forces and infrastructure.
ASNE can meet the needs of its members and constituents, and provide for itself a firmer fiscal foundation by devising and appropriately monetizing a sound program of education, training, credentialing, experience and mentorship.
7. Strategic Direction and Objectives
A. Strategic Direction:
ASNE will renew its focus on its founding purposes:
- to advance the knowledge practice and profession of naval engineering in public and private applications and operations,
- enhance the professionalism and well-being of members, and
- promote naval engineering as a career field.
To these ends, the society will take action to continually:
- ascertain the needs of its members and constituencies, and invest or restructure as needed to meet those needs,
- assess and restructure as necessary its financial underpinning to provide for society’s future fiscal viability and to assure compliance with applicable laws and regulations,
- examine its products, services and deliver methods to assure they are consistent with, and supportive of, the founding purposes; and restructure, refresh or redesign them as needed
- assess and restructure its internal organization, staffs, governance and processes so as to provide for the effective and efficient operation of the society as a whole, its headquarters and its sub-elements.
- appreciate that the success of the society’s endeavors is the result of the combined efforts of its professional staff and the voluntary efforts of its members
- attend to the reputation of the society as a whole.
B. Strategic Objectives:
The society’s objectives, to be achieved within the next five years, are:
i. to be the preferred provider of an extensive portfolio of top-rated education, training experience programs and mentorship.
ii. to be the provider of marquee experiences for the meaningful introduction, exploration, discussion and debate of technologies, disciplines, analyses, processes or methods that are used, or that may have use, in the design, construction, operation, maintenance, repair, modernization, retirement or disposal of maritime and/or naval platforms and systems.
iii. to be the “society of choice” for all who are engaged or interested in the design, construction, operation, maintenance, repair, modernization, retirement or disposal of maritime and/or naval platforms, their systems, and the supporting systems and infrastructure.
iv. to invest in those products & services that advance the purpose of the society, make a positive contribution to either its character or its “brand”, and contribute to its fiscal well-being; and to discontinue those which do not.
v. to conduct a review of the society’s Bylaws, rules, processes, procedures committees and organizational structures; develop recommendations to enable the most efficient execution of the society’s operations; and execute those recommendations.
The Society acknowledges that:
a. the nature of its constituencies has changed,
b. the needs of its constituents remain consistent with the founding purpose of the Society but are not fully fulfilled with the existing programs and methods of delivery.
c. dues and symposia revenues are not likely to sustain the Society,
d. a program of education, training, experience and mentorship is desired and feasible.
ASNE’s Strategic Plan reaffirms the founding purposes of the society and establishes as its priority the creation of a program of education, training, experience and mentorship.
A key and enabling element of the plan is the investment in, and establishment, of venues that are particularly attractive to a younger generation of potential ASNE members and the emerging “virtual culture”.
The plan also provides an additional four objectives which support the “education priority” and provide for the society’s continued relevance and efficient operation.
The Appendix to the Strategic Plan provides additional, actionable detail on each of the objectives.