bdpa imperatives (2016-2017)

We prepare and enable the next generation of technology, STEM and digital thought leaders.

STRATEGIC IMPERATIVES2016 - 2017

WHO WE ARE

BDPA is the premier

organization focused on

nurturing and developing

diverse working professionals

ENABLING DIGITAL THOUGHT LEADERSHIP 2www.bdpa.orgENABLING DIGITAL THOUGHT LEADERSHIP www.bdpa.org 2

diverse working professionals

and future IT leaders in the

Science, Technology,

Engineering, and Math (STEM)

and digital technology fields.

OVERVIEW

Mission:

Build a pipeline of diverse professionals and aspiring students in the STEM and digital technology fields through innovative technical and soft skill development

programs and services.

ENABLING DIGITAL THOUGHT LEADERSHIP 3www.bdpa.org

Vision:

To be the leading and most recognized organization in enabling technology leadership preparedness and inclusion for diverse talent.

1975 1979 1986 2000 2011 2015

BDPA EVOLUTION

• BDPA Founded by Earl Pace Jr. & David Wimberley

• HSCC Founded by Dr. Jesse Bemley

• First Year of HSCC, Chapter, and Member

• Award recognitions• Earl Pace, Jr. Inducted into the Comp TIA IT HOF

ENABLING DIGITAL THOUGHT LEADERSHIP 4www.bdpa.orgENABLING DIGITAL THOUGHT LEADERSHIP www.bdpa.org

• Start of Computers• From 1975 – 1981• IBM, Apple• launched a Personal Computer

• First BDPA National ConferenceWashington, DC | “The Role Of The “The Role Of The “The Role Of The “The Role Of The Black Technical Organization’Black Technical Organization’Black Technical Organization’Black Technical Organization’

Data Processing Digital ConsumptionTechnology Trend Line

BDPA BRAND


OUR PROGRAM FOCUS


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COLLEGE ENAGEMENTCOLLEGE ENAGEMENTCOLLEGE ENAGEMENTCOLLEGE ENAGEMENTPROGRAMSPROGRAMSPROGRAMSPROGRAMS


YOUTH YOUTH YOUTH YOUTH PRORGAMSPRORGAMSPRORGAMSPRORGAMS


MEMBER DEVELOPMENTMEMBER DEVELOPMENTMEMBER DEVELOPMENTMEMBER DEVELOPMENTPROGRAMSPROGRAMSPROGRAMSPROGRAMS

BDPA BY THE NUMBERS

46NUMBER OF CHAPTERS

$120K AVG SCHOLARSHIP $$ AWARDED

YEARLY

2,500 500 90,000

YEARS OF EXISTENCE40


2,500MEMBERSHIP BASE

AVG NUMBER OF HSCC

STUDENTS PER YEAR

90,000ONLINE COMMUNITY MEMBERS

100CORPORATE SPONSORS

GENDER

58%MALE

42%FEMALE

MEMBERS

35%STUDENTS

65%ADULT PROFESSIONALS

VALUE PROPOSITION

MEMBERS

STUDENTS

SPONSORS

BENEFITS


STUDENTS• Volunteerism• Personal and professional

development• Discounted IT Certifications

(CompTIA)• Networking and relationship

building• Mentoring• Leadership development• Teamwork skills

development• STEM-based learning

• Branding expansion• Access to diverse talent• Talent acquisition• Aligns with organization

diversity objectives• Local Chapter support for

corporate and localized initiatives

• Flexible sponsorship options

KEY LEADERSHIP 2016 - 2017

“

Redefining

digital

leadership Mike A. WilliamsMike A. WilliamsMike A. WilliamsMike A. Williams Coram RimesCoram RimesCoram RimesCoram Rimes

preparedness

”

National President-elect

Mike A. WilliamsMike A. WilliamsMike A. WilliamsMike A. Williams

� IT Executive/Managerial

Experience 25+ years

� Global Leadership Experience

� Budgetary, P&L or Large

Portfolio Management of over

$500M

� Nonprofit Board Experience –

Past/Present: YMCA, OIC, Urban

League, BDPA, etc.

National Vice President-elect

Pamela MathewsPamela MathewsPamela MathewsPamela Mathews

� 25+ years of Global IT

experience in progressive

leadership and delivery roles

� 10+ years Local & National

Non-Profit Board Experience

� Chicagoland community

engagement and leadership

National Vice President Finance

Coram RimesCoram RimesCoram RimesCoram Rimes

� 35 years IT Operational

Managerial / Experience.

� Budgetary, P&L Management

for major corporations.

� Nonprofit & Community Board

Experience – Past/Present:

Orange Housing Authority

Board Chair, BDPA,,

Essex County Workforce

Investment Board, Fordham

University etc.

Co-Founder

Earl Pace, Jr. Earl Pace, Jr. Earl Pace, Jr. Earl Pace, Jr.

� Over 50 years of IT experience

� Inducted into CompTIA Hall of Fame

� 40 years of IT business ownership and

operation

� 25 years of non-profit organization and

execution.

� Inducted into BDPA Hall of Fame

STRATEGIC IMPERATIVES


STRATEGIC IMPERATIVES

SMART STRATEGIC IMPERATIVES

STRATEGIC PARTNERSHIP AND SPONSOR ALIGNMENTConcentration on partnerships that are mutually beneficial and programs and services that align with sponsor objectives.

MEMBERSHIP GROWTH AND DEVELOPMENTFocus on member value proposition that will help spur membership growth.


ADVANCE SPONSOR PENATRATION & INCREASE FUNDINGGrow our revenue streams and continue our spend management efforts.

REBRAND AND REJUVENATE Continue rebranding efforts while identifying new programs and services to differentiate ourselves.

TALENT ACQUISITION AND DISRUPTIVE THOUGHT LEADERSHIPAdd leadership talent to the National board that will provide value-added ideas to advance the organization.

STRATEGIC IMPERATIVES CONT…

S M A R TStrategic Partners and

Sponsors Alignment

Advance Sponsor Penetration

and increase funding sources

Membership Growth and

Professional DevelopmentRebrand and Rejuvenate Talent Acquisition and

Disruptive Thought


Sponsors Alignment

• Mutually beneficial

partnerships that

provide value-added

services

• Alignment with

sponsor objectives

• Focus on performance

metrics

• Voice of the Sponsor

(VOS)

and increase funding sources

• Work to expand existing

sponsor partnerships

• Identify and pursue new

funding sources

• Continued focus on

spend management

Professional Development

• Establish member

value proposition

• Grow membership by

10-15% YOY

• Increase and improve

member programs

and services

• Leverage survey data

to make informed

decisions

• Continue rebranding

efforts

• Evaluate existing

programs and

services

• A renewed focus on

new programs

• Eliminate those

programs that

provide no value

Disruptive Thought

Leadership

• Recruit talent that

will provide a new

perspective

• Add millennial

thought leadership

to board and

strategic

committees

• Re-establish our

EAC

KEY POINTS

� Continue our rebranding efforts

� Focus on new programs and improving our value proposition

� Integration of new talent and thought leadership at the board and advisory level

Continued CommunicationContinued CommunicationContinued CommunicationContinued CommunicationWork to develop mutually beneficial programs and services

Continued CommunicationContinued CommunicationContinued CommunicationContinued CommunicationWork to develop mutually beneficial programs and services11111111

Earning Our SponsorshipEarning Our SponsorshipEarning Our SponsorshipEarning Our SponsorshipRecognition that sponsorship isn’t taken

Earning Our SponsorshipEarning Our SponsorshipEarning Our SponsorshipEarning Our SponsorshipRecognition that sponsorship isn’t taken

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FOR OUR SPONSORS


leadership at the board and advisory level

� Leverage our rich and long history whilefocusing on what is next and what is now

� Critical to grow our revenue and manage spending

Recognition that sponsorship isn’t taken lightly. We know that we have to earn it every year

Recognition that sponsorship isn’t taken lightly. We know that we have to earn it every year

Improve Talent Identification and Improve Talent Identification and Improve Talent Identification and Improve Talent Identification and assessment processesassessment processesassessment processesassessment processes

Evolve our job boards and talent programs

Improve Talent Identification and Improve Talent Identification and Improve Talent Identification and Improve Talent Identification and assessment processesassessment processesassessment processesassessment processes

Evolve our job boards and talent programs

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We prepare and enable the next generation of technology, STEM and digital thought leaders.

bdpa imperatives (2016-2017)

Government & Nonprofit