standardize data file formats in the NDT industry, addressing inefficiencies and enhancing data interop-
erability. ASNT has already been working on some of these initiatives, but now they are captured in the
plan for proper oversight.
Under Pillar 3, Workforce, many of the previously established initiatives have been completed, which
reflects the great progress we have made in this area. One new initiative (3.7) is to create standards, best
practices, and resources for NDT apprenticeship programs. Again, much work has already been done in
this area, but we wanted to capture it in the plan for oversight purposes.
Under Pillar 4, Advocacy, several new initiatives have been added, including 4.5: Develop a legisla-
tive affairs agenda that builds relationships with key members and staffers of Congress, federal agen-
cies, and staff offices 4.6: Develop a grassroots outreach program for members to communicate with
local high schools and technical schools to introduce and demonstrate NDT and solicit new programs
4.7: Plan and implement an NDT Hill Day in 2025 4.8: Establish a legislative affairs presence/office in
Washington, DC and 4.9: Coordinate NDT codes and standards across the field. Be watching email and
future issues of Materials Evaluation for more announcements on how members can engage in these
important initiatives.
Pillar 5, Global Growth, sees two new initiatives, including 5.2: Develop a business case for conducting
operations in the Middle East, and 5.3: Collaborate with foreign societies through content distribution
and other programs. There are no new initiatives planned under Pillar 6, Research and Scholarship, as
the focus remains on growing and strengthening the ASNT Foundation, including initiative 6.5: Create a
fundraising, grant-seeking, and sponsorship plan to sustain long-term research and scholarship.
While much progress has been made over the past four years toward the strategic plan, the ASNT
Board’s work in driving the Society forward is never done. The Strategic Management Committee is
currently preparing the next iteration of strategic planning for 2025, called VISION 2035, to develop
our vision for the next 10 years. Stay tuned for announcements and invitations for members and stake-
holders to participate in VISION 2035 in the coming weeks and months.
This information is shared under ASNT’s Board Transparency Project to help members understand
how ASNT’s Board of Directors governs the Society. All members are invited to actively engage in the
Society through local sections, committees, councils, working groups, online communities, and more. To
learn more about the Strategic Plan, go to asnt.org/about/strategic-plan. A table outlining the Strategic
Plan Updates is on page 58.
SCOPE
|
LEADERSHIP
LEADERSHIP FROM P. 55
56
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2502 ME Feb.indd 56 1/23/25 1:21 PM
erability. ASNT has already been working on some of these initiatives, but now they are captured in the
plan for proper oversight.
Under Pillar 3, Workforce, many of the previously established initiatives have been completed, which
reflects the great progress we have made in this area. One new initiative (3.7) is to create standards, best
practices, and resources for NDT apprenticeship programs. Again, much work has already been done in
this area, but we wanted to capture it in the plan for oversight purposes.
Under Pillar 4, Advocacy, several new initiatives have been added, including 4.5: Develop a legisla-
tive affairs agenda that builds relationships with key members and staffers of Congress, federal agen-
cies, and staff offices 4.6: Develop a grassroots outreach program for members to communicate with
local high schools and technical schools to introduce and demonstrate NDT and solicit new programs
4.7: Plan and implement an NDT Hill Day in 2025 4.8: Establish a legislative affairs presence/office in
Washington, DC and 4.9: Coordinate NDT codes and standards across the field. Be watching email and
future issues of Materials Evaluation for more announcements on how members can engage in these
important initiatives.
Pillar 5, Global Growth, sees two new initiatives, including 5.2: Develop a business case for conducting
operations in the Middle East, and 5.3: Collaborate with foreign societies through content distribution
and other programs. There are no new initiatives planned under Pillar 6, Research and Scholarship, as
the focus remains on growing and strengthening the ASNT Foundation, including initiative 6.5: Create a
fundraising, grant-seeking, and sponsorship plan to sustain long-term research and scholarship.
While much progress has been made over the past four years toward the strategic plan, the ASNT
Board’s work in driving the Society forward is never done. The Strategic Management Committee is
currently preparing the next iteration of strategic planning for 2025, called VISION 2035, to develop
our vision for the next 10 years. Stay tuned for announcements and invitations for members and stake-
holders to participate in VISION 2035 in the coming weeks and months.
This information is shared under ASNT’s Board Transparency Project to help members understand
how ASNT’s Board of Directors governs the Society. All members are invited to actively engage in the
Society through local sections, committees, councils, working groups, online communities, and more. To
learn more about the Strategic Plan, go to asnt.org/about/strategic-plan. A table outlining the Strategic
Plan Updates is on page 58.
SCOPE
|
LEADERSHIP
LEADERSHIP FROM P. 55
56
M A T E R I A L S E V A L U A T I O N • F E B R U A R Y 2 0 2 5
2502 ME Feb.indd 56 1/23/25 1:21 PM
