1. Program Analysis Using the MacMillan Matrix and Related Tools
Shelly M. Schnupp
SMS and Associates
Program Analysis Using the MacMillan Matrix and Related Tools
YWCA Great Lakes Alliance
July 2012

2. Why Program Analysis? Greater demand for accountability
More competition….for funding and customers
Increasing demand for fewer resources
Changing needs, evolving environments
Few are no programs are forever

3. …Nonprofits are Responding
Facing facts
Refocusing on mission
Competing where appropriate
Avoiding duplication
Maximizing strengths
Increasing partnerships and collaborations

4. The MacMillan Matrix Developed by Ian MacMillan
Designed to help nonprofits assess their programs for sustainability, especially in light of scarce resources
Modifications and complementary tools developed by SMS and Associates

5. Guiding Principles
Unnecessary duplication fragments limited resources; weakens providers, decreases quality
Greater focus, instead of being all things to all people, can result in higher quality
Increasing demand for resources requires change in approaches

6. Key Questions MM Helps Nonprofits Answer
Are we engaged in any services which, if eliminated, would cause consumers irreplaceable loss?
Are we spreading ourselves too thin, without the capacity to sustain ourselves?
Should we work cooperatively with another organization to provide services?
How well does our program portfolio fit with our mission and vision?
Are we the best organization to provide this service?
What is the competitive strength of each of our programs?

7. Matrix Criteria Fit Economic Attractiveness Alternate Coverage
Competitive Position

8. 1. Fit -- degree to which a program "belongs" or fits within an organization (Good or Poor)
Congruence with mission/purpose vision? Address ywca brand? Hallmarks?
Organization has existing skills and competencies?
Able to share resources and coordinate activities with other programs?

9. 2. Economic Attractiveness— revenue availability (High or Low)
Current stable funding? (consider all costs, including overhead)
High appeal to funders, supporters?
High market demand?
Measurable, reportable outcomes/results?

10. 3. Alternate Coverage-- competition (High or Low)
Are similar services provided?
Do customers have many other choices?
Competitors now and future?

11. 4. Competitive Position-- stronger capability and potential to deliver the service than current or emerging competitors (Strong or Weak)
Good location, logistical delivery system?
Will customers remain? Grow?
Is quality superior?
Record of securing grants, funding?
Stable staffing?
Ability to maintain and continually increase competency?
Cost effective?
Strong connections with consumers and stakeholders?

12. Program Analysis Steps
1. Preparation
2. Implementation
3. Analysis
4. Action

13. 1. Preparation Assemble analysis team
Staff
Board
Assemble Program Profiles— distribute to team in advance

14. Program Profile Program purpose and history
Customer Profile—who is targeted, served, trends, challenges
Primary program activities—addresses hallmark areas?
Outcomes--customer and other
Funding—sources, trends, deficits
Staffing—requirements, status and challenges
Competition—others currently providing or planning to provide the same or similar services
Factors that distinguish this program from similar or other efforts
Other groups/ organizations the program does or should interact with and how
Other special Issues both positive and negative

15. 1. Preparation (continued)
Assemble analysis team
Staff
Board
Assemble Program Profiles— distribute to team in advance
Distribute first part of Program Analysis handouts (Overview, steps, Program Profile form and example, Criteria & Ratings Worksheet)
Identify additional information
Mission, Vision
Strategic Plan

16. 2. Implementation Present, review program profiles and discuss
Classify each program according to 4 criteria
Alone, silently
Discuss, reach group consensus

17. Matrix Criteria Fit Economic Attractiveness Alternate Coverage
Competitive Position

18. 2. Implementation (continued)
Present, review program profiles and discuss
Classify each program according to 4 criteria
Alone, silently
Discuss, reach group consensus
Note decisions on Worksheet

19. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Program A x
Program B
Program C
Program D

20. 2. Implementation Present, review program profiles and discuss
Classify each program according to 4 criteria
Alone, silently
Discuss, reach group consensus
Note decisions on MM Worksheet
Place Programs on the M Matrix (distribute remaining sections of Program Analysis handouts—Applying Results, Matrix and Cell Definitions.)

21. High Economic Attractiveness (Easy to attract resources for support)
MacMillan Matrix
High Economic Attractiveness
(Easy to attract resources for support)
Low Econonic Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
Program A
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

22. 3. Analyze Results What do cell recommendations suggest?
Implications for Individual Programs?
What does our Program Portfolio Look Like?
What are the implications for the future? For organizational sustainability?

23. 4. Take Action Develop plan for implementing results Implement Plan
Use results in strategic planning

24. Using the Criteria to Rate Programs

25. Matrix Criteria Fit Economic Attractiveness Alternate Coverage
Competitive Position

26. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training
Other program
Other Program

27. 1. Fit -- degree to which a program "belongs" or fits within an organization (Good or Poor)
Congruence with mission/purpose vision? Address ywca brand? Hallmarks?
Organization has existing skills and competencies?
Able to share resources and coordinate activities with other programs?

28. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Other program
Other Program

29. 2. Economic Attractiveness— revenue availability (High or Low)
Current stable funding? (consider all costs, including overhead)
High appeal to funders, supporters?
High market demand?
Measurable, reportable outcomes/results?

30. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Other program
Other Program

31. 3. Alternate Coverage-- competition (High or Low)
Are similar services provided?
Do customers have many other choices?
Competitors now and future?

32. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Other program
Other Program

33. 4. Competitive Position-- stronger capability and potential to deliver the service than current or emerging competitors (Strong or Weak)
Good location, logistical delivery system?
Will customers remain? Grow?
Is quality superior?
Record of securing grants, funding?
Stable staffing?
Ability to maintain and continually increase competency?
Cost effective?
Strong connections with consumers and stakeholders?

34. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Other program
Other Program

35. Placing Programs on the MacMillan Matrix

36. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

37. Job Training Fit: GOOD High Econ. Attractiveness
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

38. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

39. Econ. Attractiveness: HIGH
Job Training
Econ. Attractiveness: HIGH
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

40. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

41. Alternate Coverage: LOW
Job Training
Alternate Coverage: LOW
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

42. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

43. Job Training High Econ. Attractiveness
MacMillan Matrix
Job Training
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
JOB TRAINING
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

44. Cell 4. Invest, Find Partner, or Divest.
Worthwhile investment when resources available for improving its competitive position -- after programs in Cell 1 have been taking care of.
If investment resources do not exist, become candidates for finding a partner.
There is opportunity here due to the availability of resources and low competition that could be pursued with a strategic partner.
If neither alternative works out, abandon the programming -- it is unlikely to assume a competitive position on its own.

45. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

46. Racial Justice Fit: GOOD High Econ. Attractiveness
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

47. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

48. Econ. Attractiveness: LOW
Racial Justice
Econ. Attractiveness: LOW
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

49. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

50. Alternate Coverage: LOW
Racial Justice
Alternate Coverage: LOW
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

51. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

52. Competitive Pos: STRONG
Racial Justice
Competitive Pos: STRONG
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
RACIAL JUSTICE
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

53. Cell 6. Soul of the Agency.
Do not have easy access to resources on their own
Agency is committed to delivering even at the cost of subsidizing with resources from other programs
Makes special or unique contribution to customers and mission
No organization can afford to support an unlimited number of "soul" programs

54. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

55. Women’s Leadership Fit: GOOD High Econ. Attractiveness
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

56. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

57. Econ. Attractiveness: HIGH
Women’s Leadership
Econ. Attractiveness: HIGH
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

58. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

59. Alternate Coverage: LOW
Women’s Leadership
Alternate Coverage: LOW
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

60. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

61. Competitive Position: STRONG
Women’s Leadership
Competitive Position: STRONG
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
WOMEN’S LEADERSHIP
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

62. Cell 2. Aggressive Growth.
There are substantial resources, plentiful consumers, and few competitors
High priority for attention as the organization given significant opportunity to build market share.
As others recognize the organization's success, the competition will increase -- so timely investment in growth is imperative.

63. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

64. Child Tutoring Fit: POOR High Econ. Attractiveness
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

65. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

66. Econ. Attractiveness: LOW
Child Tutoring
Econ. Attractiveness: LOW
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

67. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

68. Alternate Coverage: HIGH
Child Tutoring
Alternate Coverage: HIGH
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

69. MacMillan Matrix Worksheet Economic Attractiveness
Program
Fit
Economic Attractiveness
Alternate Coverage
Competitive Position
Good
Poor
High
Low
Strong
Weak
Job Training X
Racial Justice
Women’s Leader-ship
Child Tutoring

70. Competitive Pos: STRONG
Child Tutoring
Competitive Pos: STRONG
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
CHILD TUTORING
POOR FIT

71. Cell 10. Orderly Divestment.
This program is both unattractive and a poor fit. However, it is desirable to eliminate these services gradually and if at all possible without harm to consumers.

72. Reviewing Results How sustainable is our service portfolio?
Can and should we do something to improve the position of some programs?
What are our next steps?

73. High Econ. Attractiveness (Easy to attract resources for support)
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
WOMEN’S LEADERSHIP
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
RACIAL JUSTICE
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
JOB TRAINING
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
CHILD TUTORING
POOR FIT

74. High Econ. Attractiveness (Easy to attract resources for support)
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
FINANCIAL LITERACY
2. Aggressive Growth
5. Reinforce Best Competitor or Find Partner
6. “Soul of the Agency”
RACIAL JUSTICE
TEEN GIRLS
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment AQUA FITNESS
POOR FIT

75. High Econ. Attractiveness (Easy to attract resources for support)
MacMillan Matrix
High Econ. Attractiveness
(Easy to attract resources for support)
Low Econ. Attractiveness
(Difficult to attract resources for support)
Alternate Coverage
HIGH
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive Growth
FINANICAL LITERACY
5. Reinforce Best Competitor or Find Partner
WOMEN’S FITNESS
6. “Soul of the Agency”
RJ EDUCATION
GOOD FIT
Weak Competitive Position
3. Aggressive Divestment
4. Invest, Find Partner or Divest JOB TRAINING
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment
10. Orderly Divestment
POOR FIT

76. Program Analysis Applications
Generate data for strategic planning
Check on “hunches” or assumptions
Analyze programs against new vision, strategic plan
Evaluate new program ideas, opportunities

77. Tips for Engaging in Program Analysis
Base analysis on data; develop high quality “program profiles.”
Be clear about programs’ financial status, including income, overhead.
Challenge assumptions.
Use a facilitator to assist with objectivity—especially for existing programs.
Avoid second guessing results.
Document issues that surface; helpful for future planning.
Develop a plan and act on it!
Re-apply criteria in the future.

78. QUESTIONS?
Contact:
Shelly Schnupp