Download presentation
Presentation is loading. Please wait.
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
Similar presentations
© 2025 SlidePlayer.com. Inc.
All rights reserved.