Strategic Planning Committee SWOT Discussion January 2009

2 Strategic Objective 1 Develop the Next Generation of Contract Management Professionals Introduce undergraduate students to the CM profession and involve them in NCMA. Increase the preparedness for candidates entering the CM workforce. Accelerate the development of new professionals. Increase research and writing opportunities for new professionals.

3 Strategic Objective 2 Increase Professional Advocacy Improve perception of the contract management profession. Increase recognition of NCMA. Increase membership participation in advocacy activities.

4 Strategic Objective 3 Reach More People in the Federal Contracting Community Expand the number of programs to serve the federal community. 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. Increase use of social media. (11/08)

5 Strategic Objective 4 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.

SWOT Analysis

7 Strengths Estimating, forecasting and financial control systems. Workforce efficiency (compared to peer associations). Meeting planning and execution. Print publication design, editing and production. Advertisement sales partner – Networks Media. Customer loyalty. Product mix – revenue spread evenly across 4 major product lines (membership, meetings, education, advertising). Key stakeholder support and involvement (EAC).

8 Weaknesses Marketing strategy and measurement. Brand awareness (market penetration). Availability and performance of volunteer resources. Reserves ($1.4 m vs. $2.4 m). Revenue timing (ie. uneven cash flow, April miracle). Certification program design. Utilization and integration of technology resources (ie. CRM, CMS, EducationDirector, Socious). Chapters are not managed strategically.

9 External Analysis: New Conditions Environmental ConditionOpportunitiesThreats The United States in particular, and the world in general, are in an economic recession. Increased need for professionals to remain competitive in the workplace (learn new skills, obtain new credentials, expand professional networks). Increased unemployment (diminished individual discretionary spending). Reduced training, travel and advertising budgets (diminished organizational discretionary spending). The U.S. Government: 111 th Congress, Obama administration, budget pressures. New legislation and regulation may create opportunities for new educational programs, and advocacy. Reduced federal discretionary spending may result in federal market shrinking, reduced travel and training funds, and employee layoffs.

10 External Analysis: Existing Conditions Environmental ConditionOpportunitiesThreats There is a shift in workforce demographics. Baby boomers are transitioning to non-traditional roles, and next generation employees have different workplace needs and expectations. Emerging needs for new and transitioning workers. Growing source of reasonably priced talent for ad hoc assignments (ie. Writing, course development). Obsolescence of existing programs. Choice of other organizations to meet individual and organizational needs in the absence of relevant programs. There is an increased dependence upon digital media for learning and networking. Increased demand for e-courses, and social media. New, non-traditional sources for information distribution. Decreased reliance on traditional, in- person learning and networking activities (workshops, seminars, conferences). Competition from non-traditional sources. Business is becoming more global in nature (ie. transactions, ownership, supply chain). Emerging market locations (ie. Europe, Asia), customers and program needs. Obsolescence of existing programs. Competition from non-traditional sources.

11 Environmental ConditionOpportunitiesThreats There is a significant need for entry-level employees in CM, yet there are few undergraduate degree programs providing majors, minors, emphases, or courses in contract management. (Long term). Influence educational institutions to serve CM market. Influence new college graduates to pick CM jobs. Connect potential interns to existing programs. Reduced pool of prospective members. The nature of volunteerism is changing. Increasingly, individuals are choosing to invest their discretionary time in other endeavors besides professional associations. (Permanent). Reduced availability and reliability of volunteers at all levels. There is a decrease in Government employee participation in non- governmental organizations. Factors contributing to this include increased Congressional oversight, and attention on ethics-related failings. (Temporary). Expanded dialog of NCMA membership value, workforce professionalism. Reduced membership and participation by Government employees. There has been a loss of confidence in the Federal procurement system due to high-profile failures (real and perceived). This has resulted in increased oversight and regulation. (Temporary). Demand for performance standards for individuals and organizations developed by independent bodies. Advocacy for CM professionals. Barrier for new employees to enter the CM field.