NATIONAL CONTRACT MANAGEMENT ASSOCIATION
LONG RANGE GOALS AND STRATEGIC OBJECTIVES
This Plan addresses the Association's vision, values and strategies. We will strive to implement
these throughout the 2009-2013 program years.
I. OUR VISION
NCMA will lead and represent the contract management profession. Our vision is that enterprises
will succeed through improved buyer-seller relationships based on common values, practices, and
II. OUR MISSION
NCMA’s mission is to improve organizational performance through effective contract
III. OUR VALUE PROPOSITIONS
• NCMA provides the tools, resources, and leadership opportunities to enhance each member
of the profession’s performance, career, and accomplishments.
• NCMA provides the structure, name recognition, and products directly and through chapters
to contracting professionals worldwide.
• NCMA provides employers ready-access to skilled human capital, learning resources, best
practices, standards, and metrics of the profession.
• We enable other entities such as researchers, consultants, trainers, recruiters, advertisers and
universities to gain broad access to defined segments of our community of practice and our
Body of Knowledge for the purpose of advancing the profession and fulfilling their
IV. OUR VALUES
We are committed to:
• Principled professional conduct and achievement, as dictated by our Code of Ethics;
• An open exchange of ideas in a neutral forum;
• A culturally and professionally diverse membership;
• Excellence in everything we do, especially our service to our members and the contract
• Continuing education, training and leadership opportunities through a network of local
• Remaining the preeminent source of professional development for contract professionals.
• Recognizing and rewarding professional excellence and superior individual achievement in
support of the contract management profession;
• Demonstrated professional achievement through Certification;
• Quality volunteer leadership; and
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• Members’ highly principled freedom of action and responsibility to the people and
organizations they serve.
IV. ENVIRONMENTAL TRENDS
In establishing the strategies we will pursue for the future of the profession and our Association, we
expect the following trends to impact the profession and the association (2009–2013):
1. The United States in particular and the world in general, are in an economic recession.
Professionals will need to remain competitive in the workplace by learning new skills,
obtaining new credentials, and expanding their professional networks. Increased unemployment
will result in diminished individual discretionary spending. Diminished organizational
discretionary spending will result in reduced training, travel and advertising budgets.
2. The 111th Congress, the Obama administration, and increasing budget pressures may result in
new legislation and regulation that creates 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.
3. 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. This
results in emerging needs for new and transitioning workers. It also provides a growing source
of reasonably priced talent for ad hoc assignments (i.e. writing, course development). However,
it may result in obsolescence of existing NCMA programs, and create new choices of other
organizations to meet individual and organizational needs in the absence of relevant NCMA
4. There is an increased dependence upon digital media for learning and networking. This
results in increased demand for e-courses, and services through social media (new, non-
traditional sources for information distribution). This may results in decreased reliance on
traditional, in-person learning and networking activities (workshops, seminars, conferences),
and be a source of new competition from non-traditional sources.
5. Business is becoming more global in nature (i.e. transactions, ownership, supply chain),
creating emerging market locations (i.e. Europe, Asia), customers and program needs.
However, this trend may render existing programs and delivery mechanisms obsolete, and
enable new competition from non-traditional sources.
6. 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. This
creates an opportunity for NCMA to influence educational institutions to serve the CM market,
and new college graduates to pick CM jobs. It also creates an opportunity to connect potential
interns to existing programs.
7. The nature of volunteerism is changing. Increasingly, individuals are choosing to invest their
discretionary time in other endeavors besides professional associations. This may result in
reduced availability and reliability of volunteers at all levels.
8. 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. This may create the opportunity for expanded dialog of NCMA membership
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value and workforce professionalism, but it may result in reduced membership and participation
by Government employees.
9. 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. This could
create demand for performance standards for individuals and organizations developed by
independent bodies, and increase the need for advocacy for CM professionals. However, this
trend may create a barrier for new employees to enter the CM field.
V. LONG RANGE STRATEGIC OBJECTIVES AND STRATEGIES
Responding to these external and internal forces, the Association will strive to accomplish the
following during the succeeding five program years:
Objective 1: Develop the Next Generation of Contract Management Professionals.
• Introduce undergraduate students to the CM profession and involve them in NCMA by
offering student memberships, student chapters, and student programs.
• Increase the preparedness for candidates entering the CM workforce by increasing
undergraduate programs containing CM and related curriculum, and by publishing a
standard CM curricula and promoting the program to universities.
Objective 2: Increase Professional Advocacy.
• Improve perception of the contract management profession in industry, the government
(including Congress), the press, and the general public, through an active public relations
• Increase recognition of NCMA in industry, the government (including Congress), the press,
and the profession, through an active public relations program.
• Increase membership participation in advocacy activities through bilateral electronic
communications and events.
Objective 3: Reach More People in the Federal Contracting Community.
• Expand the number of programs to serve the federal community, including education,
certification, conference, publication, and other types of programs.
• Increase communication and involvement of the senior executive cadre within the
• Utilize education partners, advertisers and corporate sponsors to reach new people in the
• Expand the focus of programs and services to the broader acquisition community.
• Increase the use of social media to connect to prospective members.
Objective 4: Develop Professional Standards.
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• Baseline existing professional standards for government and industry organizations;
benchmark standards and processes of other professions.
• Reach consensus among stakeholders (chapters, EAC, BOD, academia) on Generally
Accepted Contract Management Practices (GACMP).
• Align professional standards and certification processes.
VI. OUR SIGNATURE PHRASE
“NCMA – Business Success through Contract Management Excellence”
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