Strategic Planning Report

1. Strategic Planning Report Board of Directors Meeting Bethesda, MD November 22, 2008

3. 2. Conduct environmental scan. • The purpose of environmental scanning is to obtain data to help NCMA make important decisions about objectives, strategies, resources, and programs. • While the Strategic Planning Committee is responsible for conducting the environmental scan, the Executive Director will conduct much of the external research and internal assessments for the committee. • Key stakeholder groups, including members, Board of Directors, Board of Advisors, advertisers, and more provide essential feedback during the scan process. • The environmental scan process begins in August and should be complete by October 31st. • The information contained in the scan positions the Board of Directors to review and revise strategic objectives using a more informed and fact-based view of the world.

4. Scenarios 2011 • The changing nature of work and workers: • Virtualness • Gen X and Millennials – informal and ad oc creation of networks. • Changing demographics of workforce – age and gender.

5. Scenarios 2011 • Global economy vs. protectionism with the emergence of China, India, and South America. • Global employers, glolbal work. • Where is the balance with protectionism? • Regulation vs. free market.

6. Scenarios 2011 • Changing nature of learning. • How is NCMA delivering products? Deliver products a la carte and via different forms of technology. • Peer learning. • Team learning. • Scenario-based learning.

7. Scenarios 2011 • Procurement spending will decline (US Govt). • Less discretionary funds.

8. Scenarios 2011 • Identity as a profession. • CM profession still not well-defined and/or appreciated (value) by key stakeholders (CEOs, Congress, public, press, universities, etc.). • CM as a “business practice”.

9. Environmental Scan Focus • Definition of CM profession • The global economy • Changing nature of work and workers

10. Today’s Task • Review the strategic objectives and identify possible adds, drops or changes.

11. Develop the Next Generation of Contract Management Professionals • Introduce undergraduate students to the CM profession and involve them in NCMA by offering student memberships, student chapters, and student programs. • Increase the preparedness for candidates entering the CM workforce by increasing undergraduate programs containing CM and related curriculum, and by publishing a standard CM curricula and promoting the program to universities. • Accelerate the development of new professionals through a leadership development program. • Increase research and writing opportunities for new professionals and students through the Macfarlan program.

12. Increase Professional Advocacy • Improve perception of the contract management profession in industry, the government (including Congress), the press, and the general public, through an active public relations program. • Increase recognition of NCMA in industry, the government (including Congress), the press, and the profession, through an active public relations program. • Increase membership participation in advocacy activities through bilateral electronic communications and events.

13. Reach More People in the Federal Contracting Community • Expand the number of programs to serve the federal community, including education, certification, conference, publication, and other types of programs. • Increase communication and involvement of the senior executive cadre within the profession. • Utilize education partners, advertisers and corporate sponsors to reach new people in the federal community.

14. Develop Professional Standards • Baseline existing professional standards for government and industry organizations; benchmark standards and processes of other professions. • Reach consensus among stakeholders (chapters, BOA, BOD, academia) on Generally Accepted Contract Management Practices (GACMP). • Align professional standards and certification processes.