Bdpa it thought leaders 1999 business plan

Organization Overview 1999 Strategic Business Plan – BDPA IT Thought Leaders
BDPA IT Thought Leaders
1999 Business Plan - “ClosingtheGap”
Black Data ProcessingAssociates
Philadelphia, PA
November 19, 1998
Page 1 of 44 1999 Business Plan

1999 Strategic Business Plan – BDPA IT Thought Leaders Office of the President
Black Data Processing Associates
Philadelphia, PA
Document Name: 1999 Business Plan – Draft 1.0
© Copyright 1999 - Black Data Processing Associates Philadelphia
1999 Business Plan Page 2 of 44

Foreword
Moving Forward:
This plan will serve
This page intentionally left blank

Organization Overview
Mission Statement
BDPA is a member-focused organization that exists to provide professional development programs and
services to position its members at the forefront of the information technology industry.
Organization History
Black Data Processing Associates [BDPA] is a national, non-profit professional organization founded by
Earl A. Pace, Jr. and the late David Wimberly in May 1975. BDPA was formed out of a concern shared by
both men, that minorities were not adequately represented in the information technology industry.
The first BDPA chapter was organized in Philadelphia, PA. The second chapter was organized in
Washington, DC in 1978, and a third was organized in Cleveland, Ohio, after which BDPA became a
national organization. The National office of BDPA is located at 1111 14th Street NW, Suite 700,
Washington DC, 20005.
Presently there are 49 active local BDPA chapters nationwide, with interest groups organizing on a regular
basis. Each chapter is an independent subsidiary of National BDPA. Chapters define their own mission,
bylaws, organizational structure, and programs and services within the guidelines of the National structure.

Organization Overview 1999 Strategic Business Plan – BDPA IT Thought Leaders
The current active chapters are:
• Akron OH
• Atlanta GA
• Baltimore MD
• Bay Area [CA]
• Central Arkansas
• Central Savannah River Area
[Augusta, GA]
• Charlotte NC
• Chattanooga TN
• Chicago IL
• Cincinnati OH
• Cleveland OH
• Greater Columbia Area SC
• Columbus OH
• Dallas TX
• Dayton OH
• Detroit MI
• Flint MI
• Fort Wayne IN
• Greater San Fernando Valley
[CA]
• Greenville SC
• Hartford CT
• Houston TX
• Kansas City MO
• Lansing MI
• Los Angeles CA
• Louisville KY
• Macon Middle Georgia
• Mass/Metrowest MA
• Memphis TN
• Miami FL
• New York City NY
• Northern New Jersey
• Northwest Indiana [Gary, IN]
• Omaha NE
• Philadelphia PA ***
• Phoenix AZ
• Richmond VA
• Rocky Mountain [CO]
• San Antonio
• Seattle
• Silicon Valley [CA]
• St. Louis MO
• Greater Tampa Bay [FL]
• Toledo OH
• Triad[Winston-Salem NC]
• Triangle[Raleigh-Durham NC]
• Twin Cities [MN]
• Washington DC
• Wilmington DE
Page 5 of 44 1999 Business Plan

Table of Contents
Foreword...........................................................................................................................3
Organization Overview.....................................................................................................4
Table of Contents.............................................................................................................6
Executive Summary..........................................................................................................8
Office of the President....................................................................................................10
Key Initiative – Organizational Planning.....................................................................10
Program - Conference Attendance Strategy .......................................................10
Program - Two Year Revolving Strategy .............................................................11
Key Initiative – Relationship Management.................................................................13
Program – Financial Sponsorship Programs........................................................13
Key Initiative – Organizational Development..............................................................14
Program – BDPA University - Strategy.................................................................14
Program – College Student Programs Feasibility Study (National)......................16
Business Area - Member Services.................................................................................18
Key Initiative – BDPA University................................................................................18
Program - Professional Development ..................................................................18
Program – Mentoring Program (National)............................................................21
Key Initiative –Communications.................................................................................23
Program - BDPA National Journal........................................................................23
Program – BDPA On-line™..................................................................................25
Program - Membership Service Delivery [Intranet]...............................................28
Business Area – Membership Management...................................................................30
Key Initiative – Marketing...........................................................................................30
Program - Membership Growth............................................................................30

Key Initiative –Chapter Management.........................................................................31
Program - Chapter Operations Toolkit..................................................................31
Key Initiative –Membership Process/Administration...................................................33
Program - Member Database...............................................................................33
Program - Streamline Membership Process.........................................................34
Business Area - Business Management........................................................................35
Key Initiative – National Office Operations.................................................................35
Program – Streamline office operations ..............................................................35
Key Initiative – Outreach Programs .........................................................................37
Program - High School Computer Competition....................................................37
Key Initiative – National Conference Administration...................................................38
Program - Conference Coordination and Execution.............................................39
Business Area – Finance................................................................................................41
Key Initiative – Financial Management ......................................................................41
Program – National Financial Reserves...............................................................41
Program – Chapter Financial Education ..............................................................42

Executive Summary
This year’s plan reflects a change in organizational philosophy. This year, BDPA has reduced the number
and scope of its programs, to allow concentration on the following goals and objectives for 1999:
• Increase membership value
• Marketing
• Professional and Technical Training
• Financial Sponsorship Programs
The initiatives for the1999 business plan, by business area are:
Strategy and Planning
• Organizational Planning
• Relationship Management
• Organization Development
Member Services
• BDPA University
• Communications
Membership Management
• Marketing
• Chapter Management
• Membership Process/Administration
Business Management
• Outreach Programs
The programs for the1999 business plan are:
Conference Strategy
2 Year Revolving Strategic Plan
Financial Sponsorship Programs
BDPA University (strategy)
Professional Development
Mentoring Program
Leadership Development
BDPA Philadelphia Newsletter
BDPA Philly Website
Membership Service Delivery (Intranet)
Membership Growth
Chapter Operations Toolkit
Member Database
Streamline Membership Process
High School Computer Competition

Office of the President
Overview
The mission of the Office of the President is to provide strategic direction and thought leadership to / for the
organization. The objective of this business area is to “stay out in front” of the organization, via a two-year
“rolling” strategic plan, that incorporates information technology research and direction, with the needs of
the organization. The goal is to keep BDPA viable as a professional/ technical organization, by providing
concrete linkage to the IT industry and it’s direction.
The Office of the President consists of six programs residing in three initiatives. The programs by business
area sub-segment are:
Organizational Planning
• Conference Attendance Strategy
• 2 Year Strategy
• BDPA Conference 2000
Relationship Management
• Financial Sponsorship Programs
Organization Development
• BDPA University – Strategy (National Initiative)
• College Student Programs Feasibility Study (National Initiative)
Key Initiative – Organizational Planning
Objective
Organizational planning is the business area sub-segment committed to providing proactive strategy
development to the BDPA organization.
Program - Conference Attendance Strategy
Definition
The purpose of this program is to develop a strategy for the enhancement and enrichment of the National
Conference. The National Conference, held annually, has become the showcase event of the BDPA, thus
necessitating the need for the Conference to be well conceived and executed. The goal of this program is to
have 50 percent representation at the National Conference by Philadelphian members.
SWOT Analysis
SWOT SWOT D5escription SWOT Rating
(10 – Strong, 0 – Weak)
Strengths The Conference is the premier, showcase event of the
BDPA at present. It is a tremendous fundraiser, and
primary source of income for the national organization.
8
Weakness At present, the Conference is drawing between 5% to
10% (approximately) of the National Organization’s
membership, as paid, registered attendees of which
20% of the local chapter (Philly) is attending. .
4
Opportunities The Conference, if managed properly, has the potential
to draw a larger group of members, raise name
recognition in the corporate arena, and become a major
10

SWOT SWOT D5escription SWOT Rating
financial driver for the organization.
Threats If the organization does not solve the challenge of
waning interest and attendance at the National
conference, it has the potential for losing money, as
well as tarnishing the image of the organization and its
potential for greatness.
1
Staffing
Quantity Title
1 Local Planning Director
Budget / Cost Estimate
Budget Item Budget Amount Approved Amount
Airfare 400
Hotel 700
Telephone 50
Postage 140
Stationary 200
Miscellaneous 100
Supplies 100
Printing &
Design
0
Database Design
Services
0
Software 0
Awards &
Recognition
100
Scholarships 0
Totals 1790
Schedule
Local Planning Director Announces Goals &
Objects to Membership
1999 Q1
(January)
Program - Two Year Revolving Strategy
Definition
Previous planning efforts in BDPA have been as brief as one-year plans, and as long as five-year plans. The
one-year plans proved to be too aggressive a timeframe. Additionally, five year planning is no longer
considered an appropriate term due to the accelerating rate upon which the business arena evolves.
The term “revolving” refers to the concept that a plan is built for two years. As the first year is executed, the
second year becomes year one, and a “new” year two plan is built on to the existing plan. In essence, the
first year is executed and “dropped”, and a “new” second year is added, making the former year “two”, now
year one.
We believe that a two-year, revolving strategy, allows BDPA a reasonable time to plan and execute (two
years), while the revolving part of the strategy, allows for continuity of the strategy across national
administrations.

SWOT Analysis
SWOT SWOT Description SWOT Rating
Strengths A solid two-year revolving strategic plan will be the
first tangible plan that the organization has had in
recent years. BDPA performance as an organization,
seems to maximize its effectiveness when a strategic
plan has been prepared, documented and distributed
for the membership collaboration and participation.
8
Weakness There is a distinct challenge in the concept of
developing a strategic plan that by design will
transcend administrations. BDPA historically, has
allowed each new administration to shelve the
existing strategy, and develop and pursue, its on
unique strategy. This has not been and effective
practice and this practice must be discouraged by the
organization, at all cost.
3
Opportunities A crisp, two year strategic plan could be a
tremendous recruiting tool for both new members as
well as corporate sponsors. Through this vehicle,
BDPA Philadelphia has the opportunity to put forth a
fresh face for the new millennium, one of energy and
vision, and organization on the cutting edge of the
information technology industry.
10
Threats BDPA must develop and execute a solid strategic
plan, with cross-administration continuity. This is a
high-risk area and a clear weakness if not
aggressively handled.
2
Staffing
Quantity Title
1 President
1 Vice-President
1 Treasurer
1 Membership Chair
Airfare
Hotel
Telephone
Postage 300
Stationary 200
Miscellaneous 0
Supplies
Printing &
Design
Database Design
Services
0
Software 0
Awards & 100

Recognition
Scholarships 0
Totals
Schedule
Develops/Enhance Strategic Planning process 1998 Q4
President presents/implements process at each
BOD meeting
(ongoing)
Key Initiative – Relationship Management
Objective
To create and sustain mutually beneficial and tangible relationships with organizations that share similar
goals and objectives of BPDA.
Program – Financial Sponsorship Programs
Definition
As a volunteer organization it is important to identify other organizations that can allow BDPA to leverage
their combined resources or services together in order to maximize the services delivered to the
Membership. There are also other organizations that can benefit from the talents and services that BDPA as
an organization or as individual members can provide.
SWOT Analysis
Strengths BDPA can demonstrate a presence in most major
metropolitan markets in the USA. Chapters can work
together toward a common objective if a clear plan is
created between the national leaderships. The use of
electronic mail and technology also provides a
communication vehicle to advance the plans to the
many people and different organizations involved.
5
Weakness The volunteer nature of BDPA is a weakness when it
comes time to deliver and fulfill the objectives of a
national plan. It is difficult for individuals to provide
services when they work full time or there is no
financial incentive.
1
Opportunities Currently there is a national effort to expand
technology in urban communities. BDPA has an
opportunity to be a leader and attract members if it can
demonstrate to others that it can deliver. A
relationship with the National Urban League has
begun. There is an opportunity to combine conference
activities with organizations that face similar
challenges in this area. Initial efforts with the Alliance
of Black Telecommunications Workers has also
started that could provide a joint conference in 2000 or
after. ICCP is another relationship that has started but
has not materialized to provide consistent benefits to
BDPA.
5
Threats Staying separate and not reaching out to form
partnerships prevents the opportunity for opening new
1

markets and minimizes a chance for membership
involvement and awareness
Staffing
Quantity Title
1 Director of Organization Alliances
12 Alliance Account Managers
1 Director of Conference Site Selection
Airfare 18,200
Hotel 13,000
Telephone 7,800
Postage 1,820
Stationary 2,600
Miscellaneous 0
Supplies 5,200
Printing &
Design
0
Database Design
Services
0
Software 0
Awards &
Recognition
1,300
Scholarships 0
Totals 49,920
Schedule
Identify and appoint Directors Q4 1998
Establish guidelines and objectives for establishing
organizational alliances in 1999.
Q1 1999
Obtain S&P guidelines for future conference
strategy & requirements
Q1 1999
Present conference site selection recommendations
for 2000 and 2001
Q2 1999
Key Initiative – Organizational Development
Program – BDPA University - Strategy
Definition
In 1998, it was determined that there was a need for a vehicle to take information technology knowledge
into the different constituent groups that BDPA serves. Some of these constituent groups to be served are:
• BDPA members
• Students (High School and College)
• General public;

To that end, the concept of BDPA University was introduced in 1998. However, for 1999 the concept has
been expanded to serve as the umbrella from which all education, training and knowledge transfer will be
delivered to the respective constituent groups.
The objective of this program is to further develop the above concept, laying out the framework from which
the Member Services business area will deliver the education component of BDPA initiatives.
This framework will serve as the foundation for the education initiatives in the next Millennium, including
collaboration with the Information Technology Senior Managers Forum (ITSMF)
SWOT Analysis
Strengths The concept of BDPA University would give the
organization an excellent vehicle for the delivery of
education and training work products.
10
Weakness BDPA University would be the organization’s
greatest endeavor to date, and would require
tremendous integration, strategy and execution.
0
Opportunities The idea of developing “thought leaders” versus
searching for them, provides BDPA with the
opportunity to take a leadership role in the
Information Technology community,
10
Threats This program will require a tremendous deal of
planning and execution. This program, if not
executed properly, could prove to be, at worst,
detrimental to organization credibility and growth,
while embarrassing at best.
0
Staffing
Quantity Title
1 BDPA University Strategy Director
Airfare
Hotel
Telephone
Postage
Stationary
Miscellaneous
Supplies
Printing &
Design
Database Design
Services
Software
Awards &
Recognition
Scholarships
Totals
Schedule

Program – College Student Programs Feasibility Study (National)
Objective
Create Information Technology programs to target and Challenge College Students.
Definition
Conduct a feasibility study to identify the best college program to be implemented within the BDPA
organization.
SWOT Analysis
Strengths Exposing college students to BDPA for the purpose
of obtaining leadership skill sets both technically and
professionally
10
Weakness N/A -
Opportunities Same as strengths 10
Threats Lack of insufficient data 5
Staffing
Quantity Title
1 College liaisons/coordinator
Meetings
Airfare
Hotel
Miscellaneous
Telephone
Postage
Stationary
Cost Estimate
Schedule
1Q99 Identify/benchmark successfully implemented programs
2Q99 Develop recommendation to NBOD for acceptance

Business Area - Member Services
Overview
The Member Services Business area consists of six programs residing in two key initiatives. The programs
by business area sub-segment are:
BDPA University
• Professional Development
• Mentoring Programs
• Leadership Development
Communications
• BDPA Philly Newsletter
• BDPA Web Site
• Membership Service Delivery (Intranet)
Key Initiative – BDPA University
Objective
To facilitate educational programs and services that will position our members at the forefront of the
information technology industry.
Goals:
Programs will cover three main educational areas:
 Professional Development
 Mentoring Program
 Leadership Development
Program - Professional Development
Definition
Provide guidance to our members, via chapters, on which areas within Information Technology they should
focus on and how to gain access to that knowledge.
SWOT Analysis
Strengths The membership focuses on technical and soft skill
development through events such as the National
Conference, national publications and Knowledge
Base as well as chapter wide professional seminars.
8
Weakness Many members lack adequate career counseling. They
are not aware of many of more coveted opportunities
in the IT arena. They tend to languish in the lower end
of the industry; areas such as programming, Help
Desk, Computer Operations, and Legacy Systems.
Members do not see the value of “soft skills” in the
industry.
4

Opportunities National BDPA can tap into the talents of leaders
within the industry from within and outside BDPA.
We can provide guidance to local chapter Member
Services leaders as to the content of their professional
development seminars and offerings. We can increase
exposure to higher level areas such as Executive
management and Management Consulting. We can
recommend training in “soft skills” such as effective
communications and proposal writing. We can offer
discounted training through educational vendors such
as New Horizons and collaborations with
organizations such as National Urban League and The
National Trust.
9
Threats Most of these programs must be carried out at the local
level. National BDPA can identify opportunities and
facilitate arrangements; chapters must have the
infrastructure to carry it out. National BDPA can
overcome some of it by delivering services via our
Intranet. This, however, will take time and resources
to establish and maintain.
6
Staffing
Quantity Title
1 Career Development Chairperson
1 Professional Development Coordinator
Budget
Meetings (8) National
Airfare
Hotel
Miscellaneous
(Recognition)
Telephone
Postage
Stationary
Total Program Cost

Schedule
Schedule Estimate

Program – Mentoring Program (National)
Definition
This program will be facilitated by the Information Technology Senior Management Forum (ITSMF). Its
goal is to prepare upwardly mobile middle managers to enter and thrive in the senior management ranks.
SWOT Analysis
Strengths This program requires very little resources (human,
financial, etc.) on the part of BDPA. Mentoring clients
will be able to relate to their ITSMF mentors who all
have the “professional battle scars” to prove lessons
learned. Each client will be paired with a mentor that
best suits their needs and station in the industry. The
program runs for one year and includes several
evaluation periods.
8
Weakness This program is only open to 5 – 10 BDPA member
clients in the first year.
2
Opportunities This is a wonderful, low investment – high return
endeavor. This one year program will provide: a skill
assessment and individual development plan; one on
one mentoring provided by a volunteer senior level
(usually CIO) management executive; a quarterly
progress review against the development plan; a final
performance evaluation in preparation for graduation
from the program; certification and award for all
successful clients; all associated cost of mentoring will
be paid by the ITSMF volunteer mentor. This program
offers membership value to a group that is historically
under-served within BDPA.
9
Threats Some members are sure to feel left out of the process.
The BDPA Mentoring Committee must choose
members fairly and squarely.
2
Staffing
Quantity Title
2 BDPA Mentoring Committee Members
Budget

Meetings (1)
Airfare $300
Hotel 200
Certificates & Awards 450
Telephone 25
Postage 25
Stationary 0
Total Program Cost $1,000
Schedule
Schedule Estimate
Establish BDPA Mentoring Committee (MC) 11/07/1998
BDPA committee Select 5 – 10 protégé and submit to ITSMF 11/15/1998
ITSMF committee selects a volunteer mentor for each protege 12/15/1998
Begin 1-year mentoring program 01/01/1999

Key Initiative –Communications
Objective
This initiative is geared to increase awareness of BDPA, it’s mission, and programs among its stakeholders:
members, potential members, the business community and community at large. BDPA will be able to
communicate effectively with its stakeholders and deliver services via three programs:
 BDPA Philadelphia Newsletter
 BDPA Philly Web Site
 BDPA Member Services Delivery
Program - BDPA National Journal
Definition
Our BDPA National Journal, through its articles, has been the primary tool for disseminating professional
development services to members. The Journal will be published quarterly online and in print and will be
subsidized by corporate advertising.
SWOT Analysis
SWOT SWOT Description SWOT Rating (10
– Strong, 0 – Weak)
Strengths An attractive, useful and consistent publication is a
key tangible member service deliverable. Content can
include technical and “soft skills” articles as well as
information about goings on around BDPA.
6
Weakness Due to financial constraints and meager contributions
of articles, BDPA Journal traditionally is not
published consistently, is available only in print, is
limited to 16 pages and has limited distribution of
only 2,000 – 3,000 issues.
8
Opportunities Our web site offers the opportunity to publish the
Journal online and overcome many of the
weaknesses: online means considerably less cost;
there is no reason to limit it to 16 pages; ads could
reach several thousand visitors to our site, thus
creating tremendous value to our corporate
supporters. An online Journal can also be published
more frequently, while retaining the quarterly
schedule for our “all star” articles.
8
Threats A good print publication costs several thousand
dollars per issue to produce and distribute. The
Journal has historically not been self-supporting.
Securing advertising to support the publishing of the
journal continues to be challenging. Many members
do not recognize the value of being published and
good articles are difficult to secure.
8

Staffing
Quantity Title
1
3
Editor
Editorial Assistants
1 Advertising Manager
Budget
Publications (4)
Printing $12,000
Design 8,000
Miscellaneous (Certificates & Awards) 700
Telephone 300
Postage 1,000
Stationary
Cost Estimate $22,000
Schedule
1999 Issue: Q1 Q2 Q3 Q4
Articles Due: Dec−1 Mar−1 Jun−1 Sep−1
Production: Dec−15 Mar−15 Jun−15 Sep−15
Ads Due: Dec−22 Mar−22 Jun−22 Sep−22
Printing: Dec−29 Mar−29 Jun−29 Sep−29
Distribution: Jan−1 Apr−1 Jul−1 Oct−1
Theme: Enterprise Self
Service
TBD TBD TBD

Program – BDPA On-line™
Definition
BDPA understands that less than moist of the Information technology world has or needs to have access to
the Internet. BDPA’s web presence, BDPA Online™, will be the key extension to our basic infrastructure
and our primary means of communications for the foreseeable future.
SWOT Analysis
Strengths BDPA Online™ is a cost-effective way to manage
and exchange information between BDPA and it’s
stakeholders. An effective web presence is
essential to any organization and fundamental for
an IT organization. The site can ease many of the
administrative burdens that exist in BDPA today.
BDPA’s web site will carry content related to all
key areas of the organization:
 Membership Management Information
Network
 Online Marketing & FAQ
 Online Conference Management (Information
and Registration)
 BDPA Information Network
8
Weakness Historically, every aspect of the site was managed
by a single webmaster. Not all stakeholders have
access to the Internet. An effective web presence
requires resources and staff with the proper
expertise. The organizations web page does not
grab one’s attention and needs to be updated on a
constant and consistent basis.
2
Opportunities An effective web site can do wonders for our
image as an IT organization. The quality of our site
is our primary face to our stakeholders. The web
can remove a great deal of administrative services
(BDPA directory, conference information, etc.)
that are currently provided by our national office
staff. This would free them up for more
meaningful tasks and enable us to maintain a lean
staff. In addition to increasing awareness about
BDPA, our site is a viable means of raising funds
through banner advertising.
10
Threats If BDPA does not improve the effectiveness of our 4

site, who we are, our mission, and our programs
and services will continue to go unnoticed and
BDPA will remain one of the best kept secrets in
the IT arena.
Staffing
Quantity Title Role Description
1 Site Producer Oversees the development and implementation of the site and
monitor web to ensure that site is contemporary, usable and
content meaningful
1 Designer Performs information design including graphics and
organization
1 Web Site Administrator. Coordinates technical infrastructure of site and manages the
relationship with the Hosting Service Provider
6 Content Owner1
Gathers and provides updated content for a specific business
area
1 Content Author/ Editor Selects and edits content that will be published
6 Web Developer Generates finished web pages; writes code to layout graphics
and other content
1 Content Publisher Publishes the finished web pages and updates to the site
1
President and 5 Business Area Vice Presidents

Budget
Database Design Services2
$8,000
Annual Hosting Service Charge
2,400
Telephone 120
Postage 120
Software 1,000
Schedule
Schedule Estimate
Redesign Internet Infrastructure 1999 Q1
Reorganize/Update Content 1999 Q1
Launch Online Membership Management System
Launch Online Conference Registration System
1999 Q1
1999 Q2
2
Design and Publishing Membership & Conference Registration Applications

Program - Membership Service Delivery [Intranet]
Definition
The purpose of this initiative is to deliver more of BDPA member services via our web site. This is an
extension of the “virtual association” concept. The major activity is building a BDPA Knowledge Base
containing sample deliverables, articles, white papers, electronic presentations and other collateral that our
members can access predominantly via our Intranet.
SWOT Analysis
Strengths Enterprise Self Service (employee, manager,
customer) is a fast growing concept in businesses
today. BDPA can offer Member Self Service by
delivering services (seminar content, articles, sample
code, discussion lists, etc.) via our web site. The
service will be available to our members 24/7, 365
days a year. More members can receive services across
the country, thus enhancing membership value.
8
Weakness The key to effective service delivery is content. Today,
our Knowledge Base is almost non-existent. The
closest thing to threaded discussions is the BDPA List
Serve offered by BDPA NY chapter.
6
Opportunities BDPA has the unprecedented opportunity to offer the
best that BDPA has to offer to all members. This is an
excellent way to gather information from the IT
thought leaders within and outside BDPA and make it
available to our membership. This is the essence of
membership value.
10
Threats Online Service delivery requires an effective Intranet.
If all the content is available to every site visitor, then
membership value is diminished. The quality of our
content is largely dependent on the level and quality of
deliverable submission to the Knowledge Base.
6
Staffing
Quantity Title Role Description
1 Knowledge Base Manager Collects and organizes and edits content submitted
by IT Thought Leaders.
6 Knowledge Base Review
Committee
Validates content for inclusion in Knowledge Base
Budget

Intranet Design Services $2,000
Annual Hosting Service Charge (FTP)
300
Telephone 300
Postage 120
Software 1,000
Schedule
Schedule Estimate
Build BDPA Knowledge Base 1999 Q1, Q2, Q3, Q4
Establish BDPA Intranet 1999 Q2
Launch BDPA Knowledge Base 1999 Q1, Q2, Q3, Q4

Business Area – Membership Management
Overview
The Membership Management Business area consists of four programs residing in three key initiatives. The
programs by business area sub-segment are:
Marketing
• Membership Growth
Chapter Management
• Chapter Operations Toolkit
Membership Process/Administration
• Member Database
• Streamline Membership Process
Key Initiative – Marketing
Objective
Develop and implement an aggressive marketing plan/campaign for the attraction of new members,
corporations and affiliations. Goals:
• Enhance the image of BDPA.
• Increase the public awareness of BDPA.
• Identify, analyze and attract new membership markets.
• Promote the accessibility and availability of our BDPA membership to the corporate /
government communities.
Program - Membership Growth
Definition
The development of marketing strategies, literature, programs and activities which will attract and retain
Information Technology professionals, students, educators, entrepreneurs and corporate constituents.
SWOT Analysis
Strengths • Chapter focus and activities.
• Although a declining retention rate, we
continue to recruit new members.
4
Weakness • No systematic method of marketing to
members or prospects.
• Current communications and
offerings are not used
effectively to recruit and retain
members.
• Many markets have not been identified
nor defined.
• A good percentage of our members do
not renew their membership; Ability to
retain interest.
3

Opportunities • To change how members and prospects
see the BDPA organization.
• Leverage the current products and
services mix to attract and retain
members.
• Track, nurture and mentor the high
school computer competition students.
• Capitalize on the continued interest in
IT and educational initiatives.
• Membership campaigns for specific
markets.
7
Threats • Membership apathy.
• Membership decline.
5
Staffing
Quantity Title
1 M&M Marketing Team Leader
5 M&M Marketing Team Associates
Budget Item Budget
Amount
Approved Amount
Telephone 25.00
Membership Prizes 1500.00
Schedule
Membership/Marketing Campaign Q2 1999 & Q4 1999
Generate Public Service Announcements (PSA’s) /
Advertisements Nat. Publications
(Membership/Marketing Campaign)
Q2 1999 &Q4 1999
Key Initiative –Chapter Management
Objective
Provide operating principles, policies and guidelines.
Program - Chapter Operations Toolkit
Definition
Provide organizational, administrative, public relations, communication and marketing support to the local
chapters of BDPA via the National Web Site. Deliverables are defined as but not limited to the following:
Administrative:
• Quarterly and Annual Reports
• Chapter Budget
• Chapter Incorporation
• Chapter Tax Preparation

• Chapter of the Year Recognition Process
• Chapter Membership Process
Chapter Management Manual:
• High School Computer Competition Team
• Chapter Newsletter
• Monthly Program Meetings
Committee Handbooks:
• Recommendations for structuring & maintaining chapter committees
• Project Plans
• Proposal Writing
• Corporate Cover Letters
• Chapter Newsletters
• Creating Visual Aids
• Chairperson Handbooks
Chapter Management also includes:
• Initiate communication with new chapter president-elect prior to his/her term.
• Recommend a scheduled orientation process with new chapter president-elect.
• Determine a process for the transfer of all pertinent correspondence/activities.
SWOT Analysis
SWOT SWOT Description SWOT Rating (10 –
Strong, 0 – Weak)
Strengths • Abundance of documentation in
existence that needs updating.
• Subject matter experts within
organization.
8
Weakness • Documentation is scattered among
many members in organization.
• A lot of documentation is in hard-
copy and must be reproduced
electronically.
• A good deal of documentation still
needs to be compiled and
generated.
4
Opportunities • To generate and make current the
documentation in existence.
7
Threats • Locating documentation within
organization.
• Reproducing in a timely manner.
6
Staffing
Quantity Title
1-2 M&M Chapter Management Team Leader(s)
6 M&M Chapter Management Team Associates

Budget Item3
Budget Amount Approved Amount
Telephone 125.00
Chapter Visits 1000.00
Schedule
Continuous Chapter Nurturing (includes not limited to providing
information, documentation, policy, procedures, etc.)
Q1, Q2, Q3, Q4 1999
Continuous Chapter Membership Reconciliation Q1, Q2, Q3, Q4 1999
Identify Challenged (Early Warning Signs) Chapters Q1, Q2, Q3, Q4 1999
Develop Comeback/Re-Establishment Strategy for Challenged Chapters
Nurture Chapter Back to Stable State
Q1, Q2, Q3, Q4 1999
Nurture Chapter Interest Groups
Con-Calls with Chapter Interest Groups
Review/Verify Chapter Interest Group Documentation
Prepare Chapter Interest Group NBOD Presentation
Q1, Q2, Q3, Q4 1999
Produce Chapter Toolkit Templates/Documentation (continuous) Q1, Q2, Q3, Q4 1999
Maintain Chapter Profile, Chapter Presidents Reminder List, Chapter
Objectives, Chapter of Year Award Spreadsheets, etc.
Q1, Q2, Q3, Q4 1999
Administer Chapter Awards Requirements, Procedures, Verification, etc. Q4 1998 Q1 & Q3 1999
Generate Chapter Mentorship Plan Q4 1998 - Q1 1999
Present Chapter Mentorship Plan to NBOD Q1 1999
Solicit Chapter Mentorship Team Participants Q1 & Q2 1999
Perform Chapter Mentorship Activities Q1, Q2, Q3, Q4 1999
Key Initiative –Membership Process/Administration
Objective
To provide a vision for a plan and future phases of that plan that support an environment for continuous
membership increase and retention improvement. To increase. retain, and service the BDPA
member/customer. The strength of our membership base relies on the need for the standardization of a basic
menu of products/services and chapter/membership/student counseling and coaching. A commitment to
recommend, offer direction, guidance, training, opportunities and tools in the area of membership and
performance will continue.
Program - Member Database
Definition
The centralized repository by which membership data is managed and profiled.
SWOT Analysis
Strengths • Current repository of data.
• Subject matter experts within organization.
8
Weakness • Data may not be current.
• Data is incomplete.
• Need to capture more data.
• Redundant processes.
• Knowledge of membership base.
4
3
Documentation distribution costs not identified. Documentation distribution should be made available via
National Web Site as download files as well as mass e-mail distribution to chapter presidents and other
interested members.

Opportunities • To capture the profile and demographics of
members.
• Define and understand our membership base.
• Offer demographics and stats on
membership.
9
Threats • Synchronization to one database.
• Keeping database current.
• Member canvass to capture data needed.
7
Schedule
Membership Database Prototype Q4 1998
Implementation Q1 1999
Update and Synchronization Q1, Q2, 1999
Program - Streamline Membership Process
Definition
Eliminate duplicate/redundant processes; develop online membership application; Centralize membership
management at the National Office.
SWOT Analysis
Strengths • Agreement that process needs to be changed. 10
Weakness • Redundant processes.
• Multiple formats.
• Multiple chapter platforms.
4
Opportunities • Reducing chapter reimbursement cycle.
• Timely distribution of member confirmation
cards/documentation.
8
Threats • Chapter Reconciliation.
• Chapter Buy-in.
5
Telephone 25.00

Business Area - Business Management
Overview
The Business Management Business area consists of three programs residing in three key initiatives. The
programs by business area sub-segment are:
National Office Operations
• Streamline office operations
Outreach Programs
• High School Computer Competition
National Conference Administration
• Conference Coordination and Execution
Key Initiative – National Office Operations
Objective
Institute procedures and processes at National Office that assures accountability, cohesiveness, business
edge and continuity
Program – Streamline office operations
Definition
Provide methods and procedures, which will assist in streamlining the day to day operations of the national
office.
SWOT Analysis
Strengths The daily operations and procedures will be
divided by BDPA functions and assigned to a
specific member of the staff.
10
Weakness Cutover in operations to a streamline process 6
Opportunities Creating structure and workload balance will
allow for SME and cross-training. BDPA
Members will have a specific contact for issues,
tasks, request, etc.
8
Threats The Office Staff and BDPA members not
adhering to the new infrastructure division of
roles and responsibilities.
4
Staffing
Quantity Title
1 Executive Director
1 Office Manager
1 Bookkeeper

Meetings
Airfare
Hotel
Miscellaneous
Telephone
Postage
Stationary
Schedule
1Q99 Identify roles and responsibilities associated with task in the national office
1Q99 Establish email addresses for the new infrastructure
2Q99 Create operation plan for national office
2Q99 Implement training program for Staff
3Q99 Review streamline Office Operations for additional enhancements

Key Initiative – Outreach Programs
Program - High School Computer Competition
Definition
The High School Computer Competition takes place during the BDPA National Conference. The primary
purpose of the computer competition is to educate high school students about information processing
through competition and teamwork.
Goals:
• Provide an environment where students have an opportunity to compete on an academic level
• Allow students the opportunity to demonstrate their knowledge of Information Technology
• Foster an environment that will assist the students in developing their self-esteem, self-confidence,
leadership skills, and a greater sense of responsibility
• Award scholarship monies to students to assist them in their pursuit of a college degree related to
Information Technology
SWOT Analysis
Strengths • High School-age students are exposed to
information technology, software program
development, and teamwork through
participation in this technical competition.
10
Weakness • A lack of consistency across the various chapter
HSCC programs can affect the readiness of
some students in preparing for the program.
Program criteria needs to be prepared at the
National level and distributed to all local
chapters.
8
Opportunities • The HSCC has the potential of being a major
impact player across communities in
encouraging students as well as friends and
families to get involved in Information
Technology and consider careers in IT.
9
Threats • Lack of corporate support to provide software
and instructors for the students, lack of
consistency, and lack of well-defined judging
criteria to avoid subjectiveness in determining
the competition winners could adversely impact
this program.
6
Staffing
Quantity Title
1 HSCC Coordinator
1 Youth Activities Coordinator
1 Youth Conference/Seminars Coordinator
8-10 Competition Judges
4-5 Competition Assistants
Budget Item Budget Amount Approved

Amount
Meetings
Airfare $ 2,000.00
Hotel $ 1,600.00
Miscellaneous $ 6,000.00
Telephone $ 150.00
Postage $ 400.00
Stationary $ 500.00
Scholarships $ 6,000.00
Cost Estimate $16,650.00
Key Initiative – National Conference Administration
Objective
This initiative, through the management of all committees and activities associated with the National
Conference, seeks to ensure that the BDPA National Conference is held annually and successfully meets its
goals. The annual conference affords computer professionals from across the country the opportunity to
meet, network, and exchange ideas about Information Technology and the Information Technology industry
Goals:
• Provide computer professionals from across the country the opportunity to meet and exchange ideas and
information over a period of several days.
• Attract computer professionals, students, major corporations, and educational institutions to participate
in the exchange of ideas and information related to the IT industry
• Offer workshops and seminars on IT subjects that will provide attendees the opportunity to enhance
their IT skills and increase their training and education on IT subjects.

Program - Conference Coordination and Execution
Definition
This program is responsible for all activities related to the National Conference, inclusive of the following
activities:
• development of the conference project plan
• development/monitoring of the events and activities schedule
• logistics planning
• accommodations requirements
• maintaining financial records for the conference
SWOT Analysis
SWOT SWOT Description SWOT Rating (10 –
Strong, 0 – Weak)
Strengths • The National Conference is considered the
premier event of the year and a showcase for
BDPA members, products, services, and sponsors.
It is the primary fundraiser for the National
organization and has proven to be the
organizations primary source of income.
9
Weakness • Attendance at the National Conference dropped in
1998 due to a variety of factors including a lack of
emphasis on value to the members.
6
Opportunities • 1999 affords an outstanding opportunity for the
BDPA National Conference to become the
nationally acclaimed event of the year in the IT
industry, focusing on minority involvement and
participation. A new conference team has the
challenge and opportunity to implement a new
vision that will bring BDPA to the forefront at a
national level.
10
Threats • Failure of the conference to meet expectations. 4
Staffing
Quantity Title
1 National Conference Director
1 Sponsorship/Exhibitors Team Leader
1 Workshops/Seminars Team Leader
1 Technology Expo Team Leader
1 Registration Team Leader
1 On-Site Financial Team Leader
1 Logistics Coordinator
1 Publicity/Public Relations Coordinator
1 Souvenir Sales Coordinator
Meetings
Airfare $ 13,500.00
Hotel $ 13,150.00
Miscellaneous $ 2,500.00
Telephone $ 4,500.00

Postage $ 4,500.00
Stationary $ 750.00
Cost Estimate $ 38,900.00

Business Area – Finance
Overview
The Finance Business area consists of two programs residing in one key initiative. The programs by
business area sub-segment are:
Financial Management
• National Finance Reserves
• Chapter Financial Education
Key Initiative – Financial Management
Objective
There are two focus areas under the heading of BDPA organizational financial management. They are
National financial management and Chapter financial management.
National Financial Management Objective:
Identify, develop and implement a financial strategy to ensure short-term and long-term financial solvency.
National Financial Management Goals:
• Membership Dues Analysis
• Corporate Sponsorship Financial Analysis
• National Conference Analysis
Chapter Financial Management Objective:
To assist BDPA chapters understand financial information provided by the National Office and to provide
educational assistance for reporting internal and external financial data.
Chapter Financial Management Goals:
• Financial Statement Presentation & Preparation
• Tax Reporting – Tax Form 990
• Financial Services Provided to Not-for-Profit Organizations
• Tax Exempt Status 501c(3) vs. 501c(6) Assistance
Program – National Financial Reserves
Definition
BDPA’s sources of income come from membership dues, corporate sponsorship and the annual national
conference. Corporate sponsorship and revenues from the annual conference account for more than 80% of
the organization’s income. Fluctuations in both of these areas can cause the organization financial hardship.
To minimize these adverse effects the organization has to develop contingencies, investigate alternative
revenue producing vehicles and control expenditures.
SWOT Analysis
Strengths • BDPA recognizes that we need to have sound
financial management and the need to develop
contingencies and seek other income alternatives.
10

Weakness • Expertise to manage fund. Fund management will
require some understanding of investment
opportunities and risk.
5
Opportunities • Allowances for financial reserves when
conferences are not profitable and when
corporate sponsorship is at a minimum.
9
Threats • Lack of funding and appropriate planning. 4
Staffing
Quantity Title
1 VP- Finance
Meetings
Airfare
Hotel
Miscellaneous
Telephone
Postage
Stationary
Cost Estimate N/A
Program – Chapter Financial Education
Definition
BDPA Chapters need to understand the various components of the financial statements presented by the
National Office in order to make informed business decisions that affect the future of the organization. In
addition, BDPA Chapters also need to be able to prepare and present financial statements that adequately
reflect the financial condition of their chapter. Each chapter should ensure that appropriate tax forms are
properly completed and filed on a timely basis.
SWOT Analysis
SWOT SWOT Description SWOT Rating (10
– Strong, 0 – Weak)
Strengths • BDPA recognizes the need to educate BDPA
Chapters.
8
Weakness • Financial information not understood at the
national or chapter level
4
Opportunities • Partnership with National Association of Black
Accountants (NABA) – Division of Firms
• Financial Workshops for Chapter Treasurers
8
Threats • Unclear financial status – chapter level
• IRS Tax Penalties
• Loss of Tax Exempt Status
5
Staffing
Quantity Title

1 VP- Finance
Meetings
Airfare
Hotel
Miscellaneous
Telephone
Postage
Stationary
Cost Estimate N/A

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