Strategic Planning Metrics for Strategic Objectives Gary L. Poleskey, CPCM, Fellow Chair, Strategic Planning Committee

Long Range Strategic Objectives and Strategies (Policy 1-4, January 2009) 1.Develop the Next Generation of Contract Management Professionals 2.Increase Professional Advocacy 3.Reach More People in the Federal Contracting Community 4.Develop Professional Standards

Objective 1: Develop the Next Generation of Contract Management Professionals University Outreach & Relations Committee Strategies: –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.

Objective 1: Develop the Next Generation of Contract Management Professionals (UO&R Committee) Metrics: Strategy 1: Add 100 student memberships per year Establish 3 new student chapters per year Note: This Strategy is focused on students and University Placement and/or Career Offices Strategy 2: Add 5 NCMA university partners per year Add 3 universities per year offering curricula at the FAC-C and DAWIA Level 1 equivalency Test an additional 15 CM students per year for the CCCM or CFCM certifications Note: This strategy is focused on Deans of the University’s Business Program

Objective 2: Increase Professional Advocacy Advocacy Committee Strategies: –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.

Objective 2: Increase Professional Advocacy (Advocacy Committee) Metrics: Not a transactional process so it can be difficult coming up with objective metrics, However, the committee agreed to recommend three: 1.Contacts/references to NCMA made to/by press and the Government (Legislative or Executive) for comment, advice, testimony or meetings –e.g., Reference in Feb 17, 2010 Washington Technology to Open Letter to Government Employee 2.Actual comments/offers of advice submitted to Government bodies –e.g., Letter to Congress on Collins Bills 3.Specific tasks completed –e.g., The open letter to Government employees

Objective 3: Reach More People in the Federal Contracting Community Strategic Planning Committee Strategies: –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. –Expand the focus of programs and services to the broader acquisition community. –Increase the use of social media to connect to prospective members.

Objective 3: Reach More People in the Federal Contracting Community (Strategic Planning Committee) Metrics: 1.Tracking trends of the number of people who identify themselves as working in the federal marketplace in each of the following categories: –NCMA Membership –Attendance at conferences (WC, GCMC, and ADC) –Number of senior managers participating in EAC or attending conferences (WC, GCMC, and ADC) –People connected to NCMA within social media –Attendance at NESs 2.Track data above as a percentage of the overall pool of people that make up these various categories. However, we are aware that gathering reliable baseline “denominator” type data may be very difficult. 3.Identification and completion of actions designed to reach more people in the federal contracting community.

Objective 4: Develop Professional Standards Professional Standards & Ethics Committee Strategies: –Baseline existing professional standards for government and industry organizations; benchmark standards and processes of other professions. –Reach consensus among stakeholders (chapters, EAC, BOD, academia) on Generally Accepted Contract Management Practices (GACMP). –Align professional standards and certification processes.

Objective 4: Develop Professional Standards (PS&E Committee) Metrics: –Metrics are to make progress against committee goals/objectives. Long term objectives include updated CMBOK 3.0 aligned with certification testing; organizational alignment study published; CM2 Diagnostic Tool; continual focus on ethics. Areas of Discussion: –Benchmarking –Licensing or other Third Party Validation of Credentials

Objective 4: Develop Professional Standards (PS&E Committee) Revised Strategies: –Action plans for this year and next CY with tangible measurable output –Work will take at least this long – with additional actions as new ideas are raised –Recommend continuing on course More benchmarking More discussion on “Next Gen” Professional Standards

Objective 4: Develop Professional Standards (PS&E Committee) PS&E Cmte Goals and Objectives: –Completion and publication of organizational alignment and CM Standards/Position Descriptions –Monitor and provide volunteers and support to CMBOK 3.0 Project (includes JATF) –Monitor CM2 project as resources permit –Enhance awareness of and commitment to the contract management code of ethics

Objective 4: Develop Professional Standards (PS&E Committee) PS&E Cmte Progress to Goals: –Organizational alignment – need broader response pool; only 71 received; being worked with NCMA staff; job descriptions posted –CMBOK 3.0 – JATF meetings to identify gaps and develop outline; next CY will include writing and validating the modules, publication goal in Winter/Spring 2010/2011 –Monitor CM2 – will carry over to next CY –Ethics – Prominence of Code; Articles; Survey; Presentations