Post on 25-Feb-2016
description
4th Quarter Board MeetingMiami, Florida
NATIONAL BLACK DATA PROCESSING ASSOCIATES (BDPA)
2010 – 2013 Strategy and Vision
2010 – 2014 STRATEGY AND VISION
1. About BDPA
2. Strategic Development
3. Implementation Process
4. 2010 Budget
5. 2010 – 2011 Theme
6. Leadership
7. Functional Structure
Agenda
2
2010 – 2014 STRATEGY AND VISION
MissionBDPA is a global member focused technology organization that delivers programs and services for the professional well-being of its stakeholders
VisionBe a powerful advocate for our stakeholders’ interests within the
global technology industry
ProgramsAdvancing careers from the classroom to the boardroom
Founded in 1975
About BDPA
3
2010 – 2014 STRATEGY AND VISION
60%
5% 10%
25%
Over 2,000 members in over 40 states
About BDPA
4
2010 – 2014 STRATEGY AND VISION
BDPA SUCCESS
Internal Feedba
ck
• Quarterly Chapter Reports
• Presidents’ Meetings
• NEC Meeting Minutes
• NBOD Meetings Minutes
External Feedbac
k
STAKEHOLDERS
Strategy DevelopmentWe Heard You!
5
2010 – 2014 STRATEGY AND VISION
•Fiscally sound practices
•Improved productivity
•Organizationally aligned for significant membership growth
•Premier provider of programs and services for all stakeholders
Operation Clean-up
Organization Transformation
Value Proposition
Strategy DevelopmentKey Focus Areas
6
2010 – 2014 STRATEGY AND VISION
Operation Clean-up
•990 Filings
•Financial Recovery
•Document Management
Operation Clean-up
Organization Transformation
Value Proposition
Strategy DevelopmentKey Focus Area
7
2010 – 2014 STRATEGY AND VISION
Strategy DevelopmentOperation Cleanup – 990 Filings
8
2010 – 2014 STRATEGY AND VISION
Strategy DevelopmentOperation Cleanup – Financial Recovery
9
Increase Revenue
• Increase revenue diversification (2011)• 60% Conference• 40% Other
• Adhere to budget variance (income and expense)• 5% (2010)• 3.5% (2011)
• Reduce AR’s• 80% of AR’s less than 60 days (2010)• Maintain 80% (2011)
• Quarterly internal and annual external audits• Develop process and file 990’s (current and past due)• Convert to a 501 (c) 3 organization• Improve credit standing
2010 – 2014 STRATEGY AND VISION
Strategy DevelopmentOperation Cleanup – Financial Recovery
10
Reduce Financial Risk
• Decrease operational expenses• 25% (2010)• 30% (2011)
• Increase revenue diversification (2011)• 60% Conference• 40% Other
• Financial controls (now)• Timely financial reports• Quarterly internal and annual external audits• Improve credit standing
2010 – 2014 STRATEGY AND VISION
Strategy DevelopmentOperation Cleanup – Financial Recovery
11
Reduce Costs
• Decrease income to expense ratio below• $.89 (2010)• $.75 (2011)
• Decrease operational expenses• 25% (2010)• 30% (2011)
• Adhere to budget variance (income and expense)• 5% (2010)• 3.5% (2011)
• Quarterly internal and annual external audits• Consider converting to a 501 (c) 3 organization• Improve credit standing
2010 – 2014 STRATEGY AND VISION
Strategy DevelopmentOrganization Transformation
12
Bottom Line Improvement Strategy
Increase Revenue Opportunities• Compete for specific
grants• Accept tax deductible
donations
Decreased Costs• Eliminate Income Taxes• Eliminate Sales Taxes
Opportunities Review • Presentation at 2st qtr
NBOD
2010 – 2014 STRATEGY AND VISION
Strategy DevelopmentOperation Cleanup – National Office Support
13
2010 – 2014 STRATEGY AND VISION
Organization Transformation
•Business and organization modelsRegionalizationNational CAC
•Enhance partnership with BETF and ITSMF
•Evolve from managers to leaders
•Explore changing to a 501c3 tax exempt status
Operation Clean-up
Organization Transformati
on
Value Proposition
Strategy DevelopmentKey Focus Area
14
2010 – 2014 STRATEGY AND VISION
Strategy DevelopmentOrganization Transformation - Regionalization Business Case
15
Organization Transformation
Eliminate the Need for Staggered Annual Board
Member Orientation
Decrease Size and Complexity of NBOD
Timelier Decisions
Budget Implications
Cost Reduction for Quarterly NBOD
Meetings
2010 – 2014 STRATEGY AND VISION
Strategy DevelopmentOrganization Transformation - Regionalization Business Case
16
Increase Local Interaction
Chapters (through delegates) will
Determine Regional Leadership
Identify Regional and Local Funding
Opportunities
Chapter Coordination
Regional Leadership provides Greater
Focus on the Membership Needs of
the Chapters in Region
Assist Chapters with Compliance
Evolve from Managers to
Leaders
Develop Leadership
Pipeline
2010 – 2014 STRATEGY AND VISION
Strategy DevelopmentOrganization Transformation - Business and Organization Model
17
2010 – 2014 STRATEGY AND VISION
Strategy Development
18
NBOD
NEC
ED
East Region
East Chapter
s
South RegionSouth
Chapters
Midwest Region
Midwest Chapter
s
West RegionWest
Chapters
Regionalization Organization Chart
2010 – 2014 STRATEGY AND VISION
Strategy DevelopmentOrganization Transformation – Evolve from Managers to Leaders
19
Involve Members in Delivering BDPA’s Vision/Mission
Priority on “Get Things Done” by Inspiration
Leveraging ITSMF Partnership EPP Program Direct working relationship Direct networking opportunities
National Corporate Advisory Council
Leverage model of successful chapters with CAC’s
Senior leaders who contribute mentoring opportunities to executive board
Tangible learning's to be shared with chapter executive board members
Membership Value Proposition Leadership track programs – delivered by VPBM programs
2010 – 2014 STRATEGY AND VISION
Value Proposition
Operation Clean-up
Organization Transformation
Value Proposition
•60% year over year growth of membership by 2011
•Increased focus on lifetime memberships generating commitment and revenue
•Focused programs for each stakeholder group (students, community, professionals, corporate sponsors and educational institutions)
Strategy DevelopmentKey Focus Area
20
2010 – 2014 STRATEGY AND VISION
Connect to a network of IT Professional and executives in the commercial, government, academic and non-profit sectors
Enhance and develop additional technical skill sets
Acquire professional and leadership skills
Participate actively in an organization that is setting trends in emerging technology
Opportunity to participate in the regional and national High School Computer competition, scholarships, student empowerment activities, internships and life long mentors
Obtain exposure to technical and professional topics through program meetings, seminars and workshops
Obtain free advertising through website, entrepreneur directory, and quarterly magazine
Participate in certification support groups
Support and influence the goals and directions of this leading edge technical organization through the contribution of your own professional expertise.
Strategy DevelopmentValue Proposition – Member Benefits
21
2010 – 2014 STRATEGY AND VISION
Strategy Development•BFTAW•Community Forums and Webinars•EPP•IT Institute•PMI Rep•Training Offerings•Member Development Webinars•Virtual Internship Fairs•Talent Management •Resume Database Administration•IT Corps•Black Enterprise Magazine
Professional
•BFTAW•Community Forums and Webinars•EPP• Training Offerings•Membership Development Webinars•Entrepreneur Advisory Group
Entrepreneurs22
Value Proposition – Member Benefits
2010 – 2014 STRATEGY AND VISION
Strategy Development
•SITES•HSCC•YTC•Student Conference Workshops•College Program Initiative•IT Showcase•BFTAW•Community Forums and Webinars•Training Offerings•Student Internship Program
High School Students
•Student Conference Workshops•HBCU Chapter Development•IT Showcase•Community Forums and Webinars•Training Offerings•Member Development Webinars•Virtual Internship Fairs•Student Internship Program•IT Corps•Diversity and Careers Magazine
College Students23
Value Proposition – Member Benefits
2010 – 2014 STRATEGY AND VISION
Strategy Development
• BFTAW• Community Forums and
Webinars
Educational Institutions
• BFTAW• Community Forums and
Webinars• Training Offerings
Community• BFTAW• Community Forums and
Webinars• IT Institute• PMI Rep• Talent Management System• Resume Database • Student Internship ProgramSponsors
TAKING MEMBERSHIP TO THE NEXT LEVEL
24
Value Proposition – Member Benefits
2010 – 2014 STRATEGY AND VISION
Strategy DevelopmentValue Proposition – Member Benefits
IT InstitutePMI RepCareer FairsResume Database AdministrationCredit Union
Entrepreneur Advisory Group
High SchoolSITESHSCCYTCCollege Program Initiative
CollegeHBCU Chapter DevelopmentIT ShowcaseStudent Internship ProgramIT Corps
25
Marketing/Advertisement OpportunitiesTalent Management System Student Interns
Students
Professionals
Sponsors
• Black Family Technology Awareness Week
• Community Forums and Webinars• EPP• Training Offerings• Member Development Webinars• Black Enterprise Magazine• Diversity and Careers Magazine
2010 – 2014 STRATEGY AND VISION
Strategic Priorities
Community Students Educational Institutions Professionals Corporate Sponsors
BDPA works hard to offer the community an opportunity to
excel in IT careers
Students gain tremendous value from the HSCC and IT
Showcase
Linkages into talented students, internships and
networking opportunities for employment
BDPA is a leading and respected provider of IT
opportunities and development programs
BDPA is a leading and respected provider of
diverse IT talent
Transform BDPA to a regional structure creating a nimble organization poised
for growth, enhanced leadership & regional
specific services to all BDPA Stakeholders
Enhance BDPA’s effectiveness to attract,
retain, reclaim, excite and inform members by
providing relevant programs and services to each
membership relationship
Clearly position BDPA’s brand as differentiated and
preferred characteristics with members and sponsors
Revamp the infrastructure to support current technologies
allowing for improved communication, service delivery, and operational
efficiency
Improve BDPA’s financial position by creating a model
for sound financial gate keeping and reporting while
re-positioning the BDPA National Office
•Be a powerful advocate for our stakeholders’ interests within the global technology industry
BDPA Vision
•BDPA is a global member focused technology organization that delivers programs and services for the professional well-being of its stakeholders
BDPA Mission
BDPA Stakeholders – Classroom to the Board Room
•Operational Clean-up: Fiscally sound practices and improved productivity•Transformational Change: Organizationally aligned for significant membership growth •Value proposition: A premier provider of programs and services for all stakeholders
BDPA Goals
BDPA 2010 Objectives
26
2010 – 2014 STRATEGY AND VISION
Implementation Process
27
2010 Q1 Deliverables
President• Appoint BETF Directors
VPBM• Brand Analysis• Communication/Publication
Schedule• BDPA Media Kit• Satisfaction Survey• Leadership Training (60 Minute
Mentors Workshop)
VPMM• Increase Membership by 10%• Research and analysis of
Chapter Status• Review Database Issues• Develop HBCU Chapter Process• Develop Member Benefits Kit
VPMS• Rollout of Local Chapter
VPMS toolkit• Conduct National
Technology Webinar I• Rollout Career Coaching
and Resume Writing Class I
VPF• Corporate Sales Process• Expense\Control - Project Funding
Process• Governance Model• Financial SOP’s Reviewed and
Revised • Conduct External Audit • Conference Operations update
CIO• Migrate new e-mail service
ED• New fundraising initiatives
• Annual Conference• Corporate Sales
Founder• Align 2011 COTY criteria
with approved business plan
• Distribute 2011 COTY criteria to chapters
2010 – 2014 STRATEGY AND VISION
Implementation Process
28
VPBM• Regionalization Presentation• Introduce BDPA By Law revisions• Develop standard processes & operating procedures• Branding strategy• Develop marketing materials to publicize value proposition• Rollout Communications Handbook• BDPA Video for chapters• Leadership Training (Communications)• Brand Tool Kit• Stakeholder Loyalty Surveys
VPMM• Increase Membership by 15%• Report chapter status results and
resolutions• Introduce Membership Contest• Launch Membership Drive Campaign• Pilot HBCU Process
VPMS • Increase membership in ITSMF EPP by 20• Launch Networking Forum for Local VPs of Member
Services• Conduct National Technology Webinar II• Rollout Career Coaching and Resume Writing Class II• Coordinate IT Corps International Trip• Add 10 additional entrepreneurs to the Entrepreneurs
Advisory Group• Conduct Semi-annual Virtual Career Fair
VPF• 990’s filed• Internal Audit • Conference operations progress report
CIO• Migrate to new membership database• Create next generation website
VPS&P• Create ITSMF partnership proposal with
benefits to NBOD
2010 Q2 Deliverables
2010 – 2014 STRATEGY AND VISION
Implementation Process
29
VPBM• Managers to Leaders Develop & deliver 3
leadership workshops (80% participants)• Delegates Handbook• Board Performance Evaluations• Chapter Performance Reviews• Leadership Training (Being an Effective
Leader)• By-laws (regionalization)
VPMM• Increase Membership by 15%• Conduct Chapter Management Session at
BDPA Conference• Membership Management Network Forum
at BDPA Conference• 12 HBCU Chapters
VPMS• 26 Chapters in HSCC Competition• Conduct National Technology Webinar III• Rollout Career Coaching and Resume
Writing Class III• 27 Students in IT Showcase• 100 Students in Youth Technology Camp• Navy scholarship to an HSCC or IT
Showcase student• First BDPA/HBCU Recognition Lunch at
Conference• Develop universal student curriculum for
chapters• 10 % Increase in student participants
VPF• Conference Operations close-out• Conduct internal audit
2010 Q3 Deliverables
2010 – 2014 STRATEGY AND VISION
Implementation Process
30
President• Create National CAC (20 members)
VPBM• (Leadership Training) New Officer
Orientation• NBOD Engagement Survey• Satisfaction Survey
VPMM• Increase Membership by 20%• Launch Membership Drive Campaign• 12 additional HBCU chapters
VPMS• HSCC universal training curriculum• Conduct National Technology Webinar IV• Career Coaching and Resume Writing Class IV• Successful addition of 24 HBCUs to the
BDPA/HBCU partnership initiative• Conduct Semi-annual Virtual Career Fair
VPF• Conduct internal audit• Present 2011 Budget
VPS&P• Strategy and Planning Review
2010 Q4 Deliverables
2010 – 2014 STRATEGY AND VISION
Implementation Process
Objectives Status Measures/Comments
Transform BDPA to a regional structure creating a nimble organization poised for growth, enhanced leadership & regional specific services to all BDPA Stakeholders
Enhance BDPA’s effectiveness to attract, retain, reclaim, excite and inform members by providing relevant programs and services to each membership relationship
Clearly position BDPA’s brand as differentiated and preferred characteristics with members and sponsors
Revamp the infrastructure to support current technologies allowing for improved communication, service delivery, and operational efficiency
Improve BDPA’s financial position by creating a model for sound financial gate keeping and reporting while re-positioning the BDPA National Office to a profit center
= Overdue – immediate action required for remediation
= On schedule/on budget
= In danger of missing milestone; immediate action required
Balanced Scorecard
31
2010 – 2014 STRATEGY AND VISION
PRESENTATION OF THE 2010 BUDGET
32
2010 – 2014 STRATEGY AND VISION
2010 – 2011 Strategic Theme
IF WE TRANSFORM,
THEY WILL COME!
Operation Clean-up
Organization Transformation
Value Proposition
33
2010 – 2014 STRATEGY AND VISION
NationalOffice
Business Management
Finance
Member Services
Infrastructure
MEMBERSHIPMembershipManagement
Strategy &Planning
TAKING MEMBERSHIP TO THE NEXT LEVEL
34
2010 – 2014 STRATEGY AND VISION
Yvette Graham National President
Monique Berry National President – Elect/
VP of Business Management
Charles MooreVP of Finance
Earl PaceFounder
TAKING MEMBERSHIP TO THE NEXT LEVELNBDPA STRATEGY TEAM
35
2010 – 2014 STRATEGY AND VISION
VP of Membership Management
Taylor Evans
VP of Member Services
Paulette
Johnson-Davis
VP of Strategy & Planning
Curtis Jenkins
Chief Information
Officer
Donald Brown
Outside Director
Milt Haynes
Outside Director
Monica Bowes
Outside Director
William Flowers
TAKING MEMBERSHIP TO THE NEXT LEVELNBDPA STRATEGY TEAM
36
2010 – 2014 STRATEGY AND VISION
BDPA Functional ModelNBOD- Governing body of the organization
President- President reports to the NBOD, chairs all NBOD and NEC meetings and is the face of
the organization
NEC- Reports to the NBOD but has responsibility of managing the operations when the
NBOD is not in session
Executive Director- Supervised by the President but is accountable to the NBOD
Chapters- Chapters report to the NBOD
37
2010 – 2014 STRATEGY AND VISION
TAKING MEMBERSHIP TO THE NEXT LEVEL
Unanimous Board approval and concurrence to vision
Full chapter engagement by adopting vision chapter strategies
38
NEXT STEPS
2010 – 2014 STRATEGY AND VISION
•Chapters assigning ownership to objectives
•Chapter progress reporting on time and accurate
•Feedback mechanism in place to refine plans
•Project Manager to oversee planning and deliverables
•Communication … communication … communication
TAKING MEMBERSHIP TO THE NEXT LEVELNEXT STEPS
39
2010 – 2014 STRATEGY AND VISION
TAKING MEMBERSHIP TO THE NEXT LEVEL
40
2010 – 2014 STRATEGY AND VISION
TAKING MEMBERSHIP TO THE NEXT LEVEL
Appendix
41
2010 – 2014 STRATEGY AND VISION
Mission
Vision
Strategic Perspective
Strategic Themes and Results
Objectives
Strategy Map
Performance Measures and Targets
Strategic Initiatives
Purpose
Picture of the future
Performance “lenses” to evaluate results
Main focus areas (Pillars); Results to satisfy our stakeholders’ needs
Continuous Improvement Activities
Create and Improve value for stakeholders
Measurement Tool
Specific projects and programs
STRATEGICALTITUDE 50, 000 FT
25,000 FT
15,000 FT
Ground
STAKEHOLDER NEEDS
The Logic of Balanced Scorecard Strategic Planning
Balance Scorecard Pyramid
42
2010 – 2014 STRATEGY AND VISION 43
NBOD
President
Presiden
t - Elec
t
VP of
Finance
VP of Me
mbershi
p
VP of Me
mber
Services
VP of
Strategy
& Planning
CIO
Outside Directors (4)
Executive
Director
Founder
National Board of Directors (NBOD)
2010 – 2014 STRATEGY AND VISION 44
NBOD
Executive Director
President - Elect
VP of Finance
VP of Member
ship
VP of Member Services
VP of Strategy
& Planning
CIOOutside Director
s (4)
Chapter Presiden
tsFounder
National Executive Committee (NEC)
2010 – 2014 STRATEGY AND VISION 45
Vice President of Business Management
Director of Marketing
Director of Public
Relations
Director of Communica
tions
Director of Logistics
Vice President of Business Management
2010 – 2014 STRATEGY AND VISION 46
Vice President of Finance
Assistant VP of Finance
Director of
Finance (staff)
Audit Relations
/ Risk Managem
ent
Financial Operation
s
Expense Controls
& Diversific
ation
Vice President of Finance
2010 – 2014 STRATEGY AND VISION 47
VP Membership Management
Director of Chapter RelationsManagers - Responsible for chapter recruitment,
retention, member satisfaction training.
Director of TrainingManagers - Responsible for chapter leadership
mentoring programs, workshops, etc.
Director of Collegiate RelationsManagers - Responsible for all aspects of the
collegiate program
Director of Chapter CommunicationsManagers - Responsible for providing chapter with
relevant and timely BDPA material and communications
Vice President of Membership Management
2010 – 2014 STRATEGY AND VISION 48
VP of Member Services
AVP Community Outreach
Director of SITE
S
HSCC
Youth Technology Camp
IT Showcase
Director of BFTAW
Director of HBCU &
College
Initiatives
AVP Technical, Professional
and Executive Development
EPP Coordinator
PMI Rep
Director of IT Institute
Director of Training Services
Coordinator of Conference Workshops
Coordinator of Webinars
Director of Career Center
Director of SIP
Manager
of Care
er Services
Administrator of
Resume
DataBase
Director of IT Corps
Director of Member Benefits
Vice President of Member Services
2010 – 2014 STRATEGY AND VISION 49
CIO
Web Master
Mail Administra
tor
Office System
Administrator
Membership Database
Administrator
Student Technology Coordinator
Chief Information Officer (CIO)
2010 – 2014 STRATEGY AND VISION
Strategy DevelopmentOrganization Transformation - Regionalization
50
West Demographics
• Chapters = 4• 3 Not in Good Standing
• Members = 58 Total (4% of total membership)• HBCU’s = 0• Corporate Sponsors = $215K (18% total sponsorship)
• 18% of total sponsorship• 2 Platinum• 1 Bronze• 1 Corporate Sponsor
• Opportunity• Silicon Valley• Microsoft
2010 – 2014 STRATEGY AND VISION
Strategy Development
51
Go West BDPA
• Chapter and Membership Growth• Utilized corporate sponsors • Maintain current Corporate Sponsors• Increase West Corporate Sponsors by X
• Platinum = X• Bronze = X• Corp. Sponsor = X
• Reactivate Chapters Not in Good Standing• Membership Drives• Corporate Sponsors
Organization Transformation - Regionalization
2010 – 2014 STRATEGY AND VISION
Strategy Development
52
Midwest Demographics
• Chapters = 14• Not in good standing = 3
• Members = 962 (41% of total membership)• Chicago = 51%
• HBCU’s = 5• Lincoln University, MO• Harris – Stow State, MO• Lewis College of Business, MI• Central State University, OH• Wilberforce University, OH
• Corporate Sponsors = $460K (38% total sponsorship)• 1 Platinum• 3 Gold• 1 Silver• 14 Bronze• 9 Corp. Sponsors
• Opportunity
Organization Transformation - Regionalization
2010 – 2014 STRATEGY AND VISION
Strategy Development
53
The Heartland
• Chapter and Membership Growth• Utilize Corporate Sponsors• Utilize Chicago model• Maintain current Corporate Sponsors• Increase Midwest Corporate Sponsors by X
• Reactivate Chapters Not in Good Standing• Membership Drives• Corporate Sponsors
Organization Transformation - Regionalization
2010 – 2014 STRATEGY AND VISION
Strategy Development
54
South Demographics
• Chapters = 19• Not in good standing = 3
• Members = 766 (33% of total membership)• HBCU’s = 68• Corporate Sponsors = $220K (18% total sponsorship)
• 3 Gold• 5 Bronze• 4 Corp. Sponsors
• Opportunity• HBCU’s
Organization Transformation - Regionalization
2010 – 2014 STRATEGY AND VISION
Strategy Development
55
Deep South
• HBCU’s• Increase college chapter and college student membership
• Develop HBCU strategy and value proposition• Increase graduate school membership
• Develop Value proposition for graduate student• Sponsorship Growth
• Maintain current Corporate Sponsors• Increase South’s Corporate Sponsors by X
• Reactivate Chapters Not in Good Standing• Membership Drives• Corporate Sponsors
Organization Transformation - Regionalization
2010 – 2014 STRATEGY AND VISION
Strategy Development
56
Northeast Demographics (Inc. DE, MD, DC)
• Chapters = 10• Not in good standing = 2
• Members = 516 (22% of total membership)• HBCU’s = 9• Corporate Sponsors = $330K (25% total sponsorship)
• 1 Platinum• 1 Gold• 1 Silver• 10 Bronze• 5 Corp. Sponsors
• Opportunity• Government relations
Organization Transformation - Regionalization
2010 – 2014 STRATEGY AND VISION
Strategy Development
57
Big East
• Sponsorship Growth• Maintain current Corporate Sponsors• Increase Government Corporate Sponsors by X
• Reactivate Chapters Not in Good Standing• Membership Drives• Corporate Sponsors
Organization Transformation - Regionalization
2010 – 2014 STRATEGY AND VISION 58
Storage and One-Stop-
Shop
Board Presentations
Meeting Minutes
Governance Documents• By-Laws• SOPs
Board Member Training MaterialsPeriodicals
TemplatesConference
MaterialsSales
Materials/Brochures/Video’s/etc.
Central Repository for Documentation
2010 – 2014 STRATEGY AND VISION
1. Understand the Branding Role
2. Understand Brand Value
3. Understand Your Audience
4. Frame Your Big Idea
5. Understand Perception Barriers
6. Build Messages to Shift Perceptions
7. Understand the Role of Each Medium
8. Determine the Optimum Media Allocation
9. Measure Results
• Understand role brand plays in facilitating the business model today• Explore ways brand can enhance the business model tomorrow and secure customer loyalty• Challenging long held assumptions regarding brand
• Provide management with the tools needed to judge brand asset investment performance • Leverage discounted cash flow/net present valuation to derive an objective measure • Revalued annually against benchmark to determine the overall program effectiveness
• Distinguish between targets that drive vs. contribute to success of business for prioritization• Design a brand strategy that connects with your driving audiences and a communications plan to connect
with your contributing audiences
• Define unique value proposition under four fundamental criteria: 1) relevant in connecting with audience needs, 2) differentiated and stand apart from competitive propositions, 3) credible in their believability, 4) stretchable in growing with your business as it grows.
• Understand how much change is needed for audiences to respond to your big idea• Identify barriers tat may hinder audiences’ ability to respond to your distinctive promise• Determine level of difficulty to overcome barriers (awareness credibility)
• Develop precisely targeted messages to compel people to alter their assumptions about you in order to optimize the return on the money invested
• Understanding that alternative media provide a rich set of tools and leverage relative power of each medium to build an integrated solution that works best for your unique audience
• Broad exposure vs. high-touch media vs. direct interaction (progressively individualized)
• Determine optimal media mix to propel target audiences toward developing brand loyalty • Optimize the power of message and creative media planning within the limited means of budget to generate
a compelling ROI and secure increased funding in the future
• Evaluate brand valuation as a quantitative tool for determining ROI, judge relative to all competing investments, and seek program enhancement insights
• Convince finance to view communications as investment, rather than expense
Brand Discussion
59
2010 – 2014 STRATEGY AND VISION 60
Attract (recruit); Maintain (retain); Reclaim; Inform; EXCITE!
Student Membership• High School
• Improve HSCC program• College
• HBCU Focus
Full / Lifetime• Professional / Corporate• Entrepreneur
Membership Management
2010 – 2014 STRATEGY AND VISION 61
Improve Membership
Growth
IncreaseChapterSupport
Enhance Membership Experience
Create HBCU Chapters
Membership Management
2010 – 2014 STRATEGY AND VISION 62
Regional and Virtual Career Fairs
Social Networking Recruitment Strategy
National Membership Campaign
Automate Membership Renewal
Membership ManagementImprove Membership Growth
2010 – 2014 STRATEGY AND VISION 63
• VPMM Orientation• MAP Training Conference Calls• Quarterly Webinars• Promote “Chapter of the Year” Participation
• Facilitate Leadership and Networking Workshops and One on One’s
• Assist with Development of Sponsor RelationshipLeadership and
Networking Workshops for Chapters
Membership ManagementIncrease Chapter Support
2010 – 2014 STRATEGY AND VISION 64
• Professional Outreach:• Assist chapters with professional
networks by connecting with other community partners and volunteer organizations by offering association services; develop key partnerships and increase BDPA visibility and membership opportunities.
Membership ManagementIncrease Chapter Support
2010 – 2014 STRATEGY AND VISION 65
Membership ManagementEnhance Membership Experience
2010 – 2014 STRATEGY AND VISION 66
IT Professionals/Entrepreneurs Membership
• IT Executive, Managers, Technicians, IT Business Owners, IT Recruiters and Analysts
Associate Membership (new)
• Non-IT Professionals, Volunteers/ Supporter, IT Enthusiasts
Collegiate Student Membership (new)
• College student majoring in IT or IT related field
High School Student Membership• High School student (grades 9-12) actively engaged in an IT discipline with
plans to enrolled in a University, College, Trade School or Armed Forces
Membership ManagementMembership Restructuring (under review)
2010 – 2014 STRATEGY AND VISION 67
Membership Database (Strategic Goals)
Properly brand
membership database
Integration with the BDPA
Website
Friendly CMS
Cross chapter
querying (available)
The database will
have high availability
(CIO) Infrastructure
2010 – 2014 STRATEGY AND VISION 68
E-Mail (strategic goals)
Secure a service
provider (e.g. Google
Services)
Integrate mail access with the website and file
servers
Establish high availability and
reliability
Grant accounts to all BDPA members
CIO (Infrastructure)
2010 – 2014 STRATEGY AND VISION 69
National Website (strategic goals)
Query for required
functionalityArchitect
the new site
Adopt the concepts of
identity management and user
logins (must be a
member)
Adopt reporting
dashboard to show
organizational health
and statistics
Appoint a Webmaster
CIO (Infrastructure)
2010 – 2014 STRATEGY AND VISION 70
Chapter Websites (strategic goals)
Create an easy
template for
chapters
Integrate chapter
and national
sites
Share hosting
expenses
Develop website
standards
Web Team will
manage the
containers for local sites that use our template
CIO (Infrastructure)
2010 – 2014 STRATEGY AND VISION 71
Virtual Meetings (strategic goals)
National Review
Review the services
available in the virtual meeting space
Begin streaming our events
live and recorded
over the web
Integrate this functionality
with our website and file server
Seek to partner with
virtual meeting
giants like Cicso
(Telepresence)
CIO (Infrastructure)
2010 – 2014 STRATEGY AND VISION 72
File Sharing (strategic goals)
Re-assign the current National BDPA server
managing just the office and our file sharing software
Look to solutions like Open Source software to give a SharePoint
like experience without the overhead in cost and administration
Integrate the file server with our National
website
CIO (Infrastructure)
2010 – 2014 STRATEGY AND VISION 73
HCSS (strategic goals)
Secure hardware that
can be pre-configured for
HSCC
HSCC Coordinator Voice with IT
Team
Inspire student
creativity: coding etc.
Develop strategic
partnerships with sponsors
for in-kind donations
CIO (Infrastructure)
2010 – 2014 STRATEGY AND VISION 74
Growth of External Strategic Alliances(strategic goals)
Have a place at the table the National Corporate Advisory Council
Partner with sponsors to get donated computers
and hardware for
the local chapters for training and
use
Visit with and get
mentoring from CIOs
that partner with us and
get their input to our
strategic direction (involve ITSMF)
Create National
technology blogs and research groups to show our
skills to the world
Create a National CIO Symposium
and sell tickets and
sponsorship
CIO (Infrastructure)
2010 – 2014 STRATEGY AND VISION 75
Business ManagementN
atio
nal B
DPA
GOAL OBJECTIVE DELIVERABLE (RESULTS/OUTCOMES)
XXX
Measures - KPI
Committed ResourcesDependent Resources
Budget
Schedule
Taking Membership to the Next Level
2010 – 2014 STRATEGY AND VISION 76
FinanceN
atio
nal B
DPA
GOAL OBJECTIVE DELIVERABLE (RESULTS/OUTCOMES)
XXX
Measures - KPI
Committed Resources
Budget
Schedule
Taking Membership to the Next Level
2010 – 2014 STRATEGY AND VISION 77
Membership ManagementN
atio
nal B
DPA
GOAL OBJECTIVE DELIVERABLE (RESULTS/OUTCOMES)
XXX
Measures - KPI
Committed Resources
Budget
Schedule
Taking Membership to the Next Level
2010 – 2014 STRATEGY AND VISION 78
Member ServicesN
atio
nal B
DPA
GOAL OBJECTIVE DELIVERABLE (RESULTS/OUTCOMES)
XXX
Measures - KPI
Committed Resources
Budget
Schedule
Taking Membership to the Next Level
2010 – 2014 STRATEGY AND VISION 79
InfrastructureN
atio
nal B
DPA
GOAL OBJECTIVE DELIVERABLE (RESULTS/OUTCOMES)
XXX
Measures - KPI
Committed Resources
Budget
Schedule
Taking Membership to the Next Level
2010 – 2014 STRATEGY AND VISION 80
Strategy and PlanningTaking Membership to the Next Level
Nat
iona
l BD
PA
GOAL OBJECTIVE DELIVERABLE (RESULTS/OUTCOMES)
XXX
Measures - KPI
Committed Resources
Budget
Schedule