Strategy and Planning Business Area Status st Quarter NBOD Philadelphia, PA Feb 5, 2010

Agenda Summary of VPSP activities – Q1 Summary of Q1 Strategic Plan & Deliverables Review of Q1 Deliverables and Status Focus on status of Red & Yellow Each business area VP will address “Go Green” plan to remediate Red or Yellow status in their reports Look ahead to Q2 deliverables

Summary of VP of Strategy and Planning Activities Served as Interim VP of Membership Management  consolidating all membership issues into one actionable list  Formal transfer of responsibilities from past VPMM Facilitated development of state of emergency plan Executing the BDPA – BETF strategic relationship  Finalizing the MOU & Requirements for Sites initiatives Solicited 4 th Quarter Chapter reports for consolidation of information Created framework for Strategic Management Office

Summary of Strategic Plan execution The 2010 Strategy consists of executing under the pillars of  Operational Cleanup  Transformational Change  Value Proposition From Q4 NBOD meeting – the NEC has committed to deliver 26 items that support these pillars by the Q1 NBOD meeting or the end of Q1 – 3/31/10 Of the 26 items  8 are on track to be delivered by the due date  18 are in jeopardy of missing due date as indicated by Yellow or Red status (details to be provided by the business area impacted) Of these items – they have a total budget of $90.1K (annual) which $500 has been spent (full financial details to be covered by the VP of Finance) 2 additional deliverables to be provided by the founder are not in the presentation but will be delivered as promised  Align 2011 COTY criteria with approved business plan  Distribute 2011 COTY criteria to chapters The following presentations provide high level summary on the status of these deliverables (goals), how they are being measured, the corresponding budget line item in the 2010 approved budget and the due date (focus on Q1)

Q1 Deliverables

Status Legend What the status colors mean = Complete or on target to meet scheduled date or budget = In jeopardy of missing target scheduled date or budget Immediate remediation required = Will not meet targeted schedule date or budget new plan required

President Strategic Pillar & ObjectivesGoals Key Performance IndicatorsStatus Budget (COA line item) Due Date (Complete) Cross Business Dependencies Operational CleanupQ1 BETF Strategic Alliance Support 60/40 – Conference Income/other streams of income - Develop overall BETF funding request Strategic Planning session with BETF Create MOU between BETF & BDPA Assign vacant BDPA directors to BETF Board (2) Overall funding dollars determined for Education and Operation Strategic Planning with goals & objectives MOU signed by both organizations 0% vacant BDPA seats Met with BETF and provided request for education and operation support 100% 75% - final requirements due 50%- 1 person committed 12/31/10 (12/5/09) 3/31/10 VPSP – Strategic Planning & Communication Planning ED- budget and location with BETF for strategy & Planning. Execution of operational grants 7TAKING MEMBERSHIP TO THE NEXT LEVEL

VP Finance Strategic Pillar & ObjectivesGoals Key Performance IndicatorStatus Budget (COA Line Item) Spent Due Date (Complete) Cross Business Dependencie s Operational Cleanup $1700 (5300 Finance) Q1 Corporate Sales Process Sales Process documented and accepted by NEC 100% review and acceptance Corporate Sales process published 100% - Draft Completed in for review 0% - awaiting publication 3/31/10 2/5/10President, VPBM Expense/Control Process Expense Control Process documented and accepted by NEC 100% processes documented and stored Identified known and outstanding issues ;submitted to NEC; Crisis Management Team selected and awaiting approval2/5/10NEC Financial Governance Model Create Team Create Processes 100% team in place (5 people) Processes reviewed and accepted 0% - no update – pending outcome of financial crisis2/5/10 Financial SOP’s Reviewed and Revised Review all Financial SOP’s Recommendations (changes) to existing SOP’s 100% known Financial SOP’s reviewed Recommendations provided to NEC and accepted 100% Complete 90% Completed and provided to NEC– pending approval $ of $1500 budget spent travel to national Office ( ) 3/31/10 NEC 8 TAKING MEMBERSHIP TO THE NEXT LEVEL

VP Finance (cont’d) Strategic Pillar & ObjectivesGoalsKey Performance IndicatorStatus Budget (COA Line Item) Spent Due Date (Complete) Cross Business Dependencie s Operational Cleanup $1700 (5300 Finance) Q1 Conference Operations Update 0% - Conference Operations have not started Conduct External Audit File 990’s Completed External Audit 990’s filed for all previous years External Audit 100% complete 5% - discussed process with external audit firm, Walker & Associates. Cost will be $24,000 (12,000 per audit with $6,000 due to start and $6,000 due 20 days after audit is started) $26,250 ( )3/31/10ED 9TAKING MEMBERSHIP TO THE NEXT LEVEL

Strategic Pillar & ObjectivesGoals Key Performance Indicator Budget (COA line item)Status Due Date Completed Cross Business Dependencies Value PropositionQ1 Brand Analysis Develop Brand Analysis of BDPA with recommendations for improved positioning to present to the NBOD for review $30, ( ) 80% Complete3/31/10 BDPA Media Kit Develop Media Kit for BDPA.10 components of BDPA Media Kit complete $30, ( ) 75%3/31/10 Satisfaction Survey Submit BDPA Satisfaction survey to determine internal and external expectations of BDPA 80% response - internal and external $0 85%3/31/10 NBOD Training Develop Training Curriculum for incoming and incumbent Chapter Presidents Deliver Training with 80% Presidents with Chapters in good standing – trained – 85% Satisfaction with Training 10 Training presentations consolidated into curriculum # of Presidents trained # of Surveys recd 85% or above rating $2500 ( ) 100% - all training presentations recd and consolidated 0% - on track to be delivered by due date 2/5/10NEC Presenters, CIO – document repository 10TAKING MEMBERSHIP TO THE NEXT LEVEL VP Business Management

VP Business Management, cont’d Strategic Pillar & Objectives Goals Key Performance IndicatorsStatus Budget (COA line item) Due Date Cross Business Dependencies Organizational TransformationQ1 Regional Transformation Reorganize BDPA into a regional structure Update and approve By- law Changes to support new structure Membership database setup to support regional structure Operate with new regional structure (4) regions Structural model completed and accepted – majority by vote By-Law changes submitted Communications to all stakeholders completed Membership database updates complete 100% - Structure presented at Q4 NBOD 0% - review at Q1 NBOD 0% 0% - $1500 (6000‐07 ) 2/5/10 Q2 Board Meeting Q3 Board Meeting 12/31/10 Value Proposition Communication/ Publication Schedule Provide Schedule for all BDPA Publications Provide Schedule of all BDPA external communications Publication schedule completed and posted on BDPA website Communication schedule completed and posted on BDPA website 70% $2000 ( ) 3/31/10 Member Services, Corp Sales, Membership Management, CIO 11TAKING MEMBERSHIP TO THE NEXT LEVEL

Executive Director Strategic Pillar & ObjectivesGoalsKey Performance Indicator Budget (COA Line Item) Status Due Date Completed Cross Business Dependencies Operational Cleanup $100,000 ( )10%Q1 Annual conference $250K in registrations Total of $950K in Conference Income # registrants for conference in MAP database # of all items sold vs approved budget (4100 – National Conference Income) $8,000 (est salary) ( ) 66 registrations 2% income3/31/10None Corporate SalesMoved to Milt Haynes 12TAKING MEMBERSHIP TO THE NEXT LEVEL

Strategic Pillar & ObjectivesGoals Key Performance Indicator Budget (COA line item)Status Due Date Completed Cross Business Dependencies Value PropositionQ1 Increase Membership by 10% Grow Membership by 60% in st Qtr 10% 2 nd Qtr 15% 3 rd Qtr 20% 4 th Qtr xx% Baseline of 2189 as presented in 4 th Qtr – monthly membership increase as reported in MAP $19,800 (6500) 5 Chapter on track to meet goal – Interim VPMM in place – ramp up process to begin in Q2 $0 spent 3/31/10VPMS, VPBM – Marketing Material, Membership toolkits, Research and Analysis of Chapter Status Reports being analyzed and submitted to chapters for approval 100% Chapter status completed – baseline 45 chapters $0 50% - need to communicate to chapters and update website 3/31/10 Review database issues Determine all issues from previous administration, list and resolve. All database issues from 2009 are closed $0 100%2/8/10 Develop HBCU Chapter Process Develop College Recruitment process – focus on HBCU’s Provide Process to Chapters for execution Process documented Chapters accept process – 100% sign-off $4500 ( ) 0% - VPMM position vacant w/interim in Q1– will push to 2 nd Qtr $0 spent 3/31/10 Develop member benefits kit Member benefits outlined for each member category Toolkit provided to Chapters Member benefit Matrix completed All Chapters provided toolkit $2000 ( ) 0% 0% progress $0 spent 3/31/10 VP Member Services 13TAKING MEMBERSHIP TO THE NEXT LEVEL Membership Management

VP Member Services Strategic Pillar & ObjectivesGoalsKey Performance Indicator Budget (COA Line Item) Status Due Date Completed Cross Business Dependencies Value PropositionQ1 Community – BFTAW – Support and execute BFTAW with BDPA chapters 70% Chapters funded and execute BFTAW program Baseline 45 Chapters - % of chapters reporting BFTAW funding rec’d $500 ( ) 0% reported receiving funds for BFTAW $0 spent against budget2/28/09None National Technology Webinar I Minimum 40 participants# of affirmed participants from 100+ RSVP’s$0 10% of goal – 4 participants confirmed3/31/10None Career Coaching and Resume Writing Class I Minimum 20 participants # of Affirmed participation from BDPA members solicited$0 10% - 2 participants confirmed3/31/10None Chapters: Prepare VPMS Toolkit and Handbook Delivery of documents to local chapter Presidents and VPs of Member Services 2 documents in toolkit$0 40% of documentation completed3/31/10VPMM 14TAKING MEMBERSHIP TO THE NEXT LEVEL

Chief Information Officer Strategic Pillar & ObjectivesGoalsKey Performance IndicatorStatus Budget (COA line item)Due Date Cross Business Dependencies Operational Cleanup$5000Q1 Enhance Infrastructure Re-platform BDPA Mail to Google Mail Re-establish the BDPA Portal Migrate mail to an external mail service provider by Q Establish File Server services by Q % 100% $0 $120 2/22/10 1/1/09 None 15TAKING MEMBERSHIP TO THE NEXT LEVEL

Strategy & Planning Strategic Pillar & ObjectivesGoalsKey Performance IndicatorsStatus Budget (COA line item) Due Date Cross Business Dependencies Operational CleanupQ1 Create Strategic Management Office (SMO) Members of the BDPA VPSP/NBOD to participate in the SMO Health of deliverables: Create Balanced Scorecard for all Business areas supporting strategy VJD’s created for SMO members (4) 3 members interviewed and selected by VPSP SMO rolled out to NEC and NBOD Balanced Scorecards completed by all business areas 50% - Need to complete by 2/5/10 0% 100% - VPSP completed No budget 2/5/10 2/26/10 3/31/10 1/11/10 CIO – portal to house information CIO, ED, VPF,VPBM, VPMM, VPMS for all scorecards Transformational Change Q1 Strategic partnership with ITSMF Formal transition of ITSMF responsibilities Develop organizational structure w/committee Present new organizational structure Complete meeting with current chair Organizational structure agreed on by committee NBOD vote on organizational structure Transition completed on 12/7/09 VPSP has been introduced 0% - meeting with new admin needed No budget 12/31/09 3/31/10 5/2/10 President, ED, ITSMF 16TAKING MEMBERSHIP TO THE NEXT LEVEL

Q2 Deliverables – The look ahead