1. Organizational Priorities
Steve Zimmerman
Spectrum Nonprofit Services
@SpectrumSteve

2. We have a picture of our business model . . .
Pursuing Sustainability
We have a picture of our business model . . .

3. Communicating your matrix map and leading others in discussion
Our conversation
Communicating your matrix map and leading others in discussion
Making strategic decisions
Prioritizing
Visualizing the future
Case Studies
Tying it all together
Next Steps

4. Defining Sustainability
Impact Strategy
Financial Strategy

5. Leadership
Impact Strategy
Financial Strategy
Defining Sustainability

6. Myth of Superhero Leaders
Shared Leadership
Myth of Superhero Leaders

7. Collective Responsibility
Shared Leadership
Collective Responsibility

8. Sharing Your Map with Others
Communication
Sharing Your Map with Others

9. Sharing Your Map with Others
Communication
Sharing Your Map with Others
Has anyone shared the matrix map with their team?
Who and how did it go?

10. Communication
Bringing Others Along

11. Impact Strategy Financial Strategy Start with the Concept
Bringing Others Along
Start with the Concept
Impact Strategy
Financial Strategy

12. Explain the Process Who was involved? Does this reflect today?
Bringing Others Along
Explain the Process
Who was involved?
Does this reflect today?

13. Introduce the Matrix Map
Bringing Others Along
Introduce the Matrix Map

14. Bringing Others Along
Using the Map

15. Bringing Others Along
Supporting the Map

16. Bringing Others Along
The Great Unveiling

17. Reading the Map Bringing Others Along What we do (bubbles)
Mix of mission-specific (blue) and fund development programs (green) (color of bubbles)
Where we are investing our resources (size of bubbles)
The net financial results of each activity (horizontal axis)
Relative mission impact of each activity (vertical axis)

18. Brining Others Along
Give them TIME

19. Communication
Overcoming Barriers

20. “I’m not a numbers person . . .”
Overcoming Barriers
“I’m not a numbers person . . .”
We all have different strengths we bring to the leadership of our organization. However, we must seek to learn and hold both to make sound decisions. Which part don’t you understand?

21. “This makes no sense to me!”
Overcoming Barriers
“This makes no sense to me!”
We agree it is a different way of looking at our organization and may take some time. Which part don’t you understand or do you want me to walk through it again?

22. “What about the mission?”
Overcoming Barriers
“What about the mission?”
We care deeply about our mission. This is about sustaining our mission over time to accomplish great impact. It is represented through the intended impact.

23. “Let’s just raise more money”
Overcoming Barriers
“Let’s just raise more money”
That is our goal. We need to think strategically about what we’re raising money for and then invest in the revenue streams that will support that impact. Donors are sophisticated today!

24. “Are you trying to close programs?
Overcoming Barriers
“Are you trying to close programs?
Quite the contrary, we’re trying to sustain programs and have impact for the long run! This may require some hard decisions around what we can do best!

25. “Let’s not close it, but try it and see!”
Overcoming Barriers
“Let’s not close it, but try it and see!”
We can keep our foot in some doors, but we can’t keep it in all of them and give an idea the resources necessary to succeed. Is there one you think has a greater chance of succeeding?

26. Bringing Others Along Communication Start with the Concept
Explain the Process
Introduce / Use the Map
Supporting the Map
Reading the Map
Give them Time

27. Case Studies: Part 1 Social Services Youth Development / Arts
Retreat Center

28. Overview Strategic Questions
Examples – Social Services
Overview
Strategic Questions
Local affiliate of a strong national organization.
Budget: $1.5 million
Deficit: $200,000
New community competition.
With a broad mission, where should they focus for impact?
With decreased foundation support, what revenue stream is a viable option?

29. Examples – Social Services

31. Overview Programs Local organization with 11 years of growth.
Examples – Youth Development
Overview
Programs
Local organization with 11 years of growth.
Budget: $1.5 million
Deficit: $280,000
Finances have not kept pace with need.
Dependence on board designated funds.
Jazz Studies
Senior Symphony
Philharmonia
Chamber Orchestra
Junior Wind Ensemble
Flute Chorale / Chamber Flutes
String Orchestra
Calypso
Individual Funding
Foundation and Corporate Support
Play-A-Thon
Federated Giving

32. Examples – Youth Development
Strategic Questions
How do we clearly articulate our impact to the community and possible funders?
How do we ensure the short and long-term financial viability of current and future programs?

33. Examples – Youth Development

34. Overview Program Religious retreat center outside of an urban area.
Examples – Retreat Center
Overview
Program
Religious retreat center outside of an urban area.
Budget: $1.3 million
Deficit: $43,000
Consider competition from for-profit centers.
New revenue strategies.
Spiritual Direction
Private Retreats/Directed Retreats
Sponsored Programs
Partner Programs
Hosted Group Programs
Hospitality
Special Events Appeals
General Donations
Foundation and Organizations

35. Examples – Retreat Center
Strategic Questions
With declining religious support, what is a viable business model for them in terms of both impact and finances?
What is the right organizational structure to support the business model?

36. Examples – Retreat Center

38. Organizational Priorities
Strategic Overview

39. Profitability (cost of impact) Matrix Map Programmatic Inquiries
Intended Impact
Programmatic Impact
Profitability (cost of impact)
Matrix Map
Programmatic Inquiries
Market Analysis
Revenue Map & Inquiries
Business Model Statement
Communication Tools

40. What is Your Future Matrix Map?
Visualizing the Future
What is Your Future Matrix Map?

41. In your packet from last session…
Strategic Priorities
In your packet from last session…
Strategic Priorities

42. How do we move the bubbles?
Strategic Priorities
How do we move the bubbles?
Consider your strategic priorities.
Draw arrows to indicate how your bubbles should move to increase sustainability.
Add priorities to your list based on what you want your future map to look like.

44. Prioritizing
Effect
Execution
Feasibility

45. Effect What effect will it have on the organization’s overall impact?
Prioritizing
Effect
What effect will it have on the organization’s overall impact?
Short-term / long-term
What effect will it have on the organization’s profitability?
Does it align with our values?

46. Execution Do we have relationships with the right people?
Prioritizing
Execution
Do we have relationships with the right people?
Staff competencies
Board competencies
Partners
Do we have the infrastructure to execute?
Communication / Technology / Systems

47. Feasibility How feasible is this? How much risk is involved?
Prioritizing
Feasibility
How feasible is this?
How much risk is involved?
What happens if it fails?

48. Prioritizing
Effect
Execution
Feasibility

49. Prioritizing

50. Strategy Implementation

51. What is Your Future Matrix Map?
Visualizing the Future
What is Your Future Matrix Map?

52. The Business Model Statement
Your Business Model
The Business Model Statement
Business Model
Intended Impact
Revenue Strategy
Definition
Leadership’s hypothesis about which impacts will engage human and financial participation.
Business Model Statement
What we do.
How we pay for it.

54. Tying it all together

55. Case Studies: Part 2 Social Services Youth Development / Arts
Retreat Center

57. Examples – Youth Development

58. Examples – Retreat Center

59. Pursuing Sustainability
Market Analysis
Intended Impact
Mission Impact Assess-ment
Strategic Decisions
Matrix Map
True Costs
Determine Profitability
Reve-nue Alloc.
Revenue Strategies

60. Leadership
Impact Strategy
Financial Strategy

61. Pursuing Sustainability
“If you’re entirely comfortable with your strategy, there is a good chance it is not very good.”
-Roger Martin

62. Submit to tampa@spectrumnonprofit.com
Homework
Complete implementation templates
Submit to

63. Peer Sharing & Learning Graduation!
Next Session
Peer Sharing & Learning
Graduation!
Sharing of matrix maps and action plans.
Time for discussions around collaboration and next steps.

64. Business model statement
Peer Sharing
Intended Impact
Matrix Map
What were your key messages?
Areas of strength and concern?
Strategic priorities
Business model statement

65. Peer Learning Graduation! Sharing of matrix maps and action plans.
Next Session
Peer Learning
Graduation!
Sharing of matrix maps and action plans.
Time for discussions around collaboration and next steps.

66. Steve Zimmerman stevez@spectrumnonprofit.com www.spectrumnonprofit.com