The Strategic Management Office (SMO) at BDPA aims to improve strategy execution and unlock value. The SMO mission is to make strategy execution a recognizable competency. The SMO oversees all strategy-related activities, ensures compliance with the strategy, and facilitates integrated strategy execution across the organization. The SMO is led by the VP of Strategy & Planning and includes directors of strategic methodologies, chapter compliance, and intake and analysis.

1. Strategic Management Office Curtis Jenkins VP of Strategy & Planning

4. SMO Org Chart Curtis Jenkins VP of Strategy & Planning Director - Strategic Methodologies & Metrics Director - Chapter Compliance Director – Intake and Analysis

5. Who Does What Vice President Strategy & Planning Director- Strategic Methodologies & Metrics Director- Chapter Compliance Director- Intake and Analysis Develop the measurements and tools for tracking progress Determine internal and external factors that shape strategic direction Develop and present the overall strategy and strategic relationships Ensure compliance to the strategy and tools

10. Purpose Picture of the future Performance “lenses” to evaluate results Main focus areas (Pillars); Results to satisfy our stakeholders’ needs Continuous Improvement Activities Create and Improve value for stakeholders Measurement Tool Specific projects and programs STRATEGIC ALTITUDE 50, 000 FT 25,000 FT 15,000 FT Ground The Logic of Balanced Scorecard Strategic Planning Balance Scorecard Pyramid

11. BDPA 2010 – 2014 Strategy

13. Balanced Scorecard Example Strategy & Planning TAKING MEMBERSHIP TO THE NEXT LEVEL Strategic Pillar & Objectives Goals Key Performance Indicators Status Budget (COA line item) Due Date Cross Business Dependencies Operational Cleanup Q1 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% 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

14. Questions