2. Presentation Goals
✤ Broad understanding of important shifts in the nonprofit
sector
✤ Nonprofit leadership & strategic decisions
✤ Introduction to the Matrix Map
✤ Using the Matrix Map for long-term sustainability
3. Agenda
✤ Introduction
✤ Changes in the sector’s operating environment
✤ Call for professional development
✤ Role of nonprofit leaders
✤ Staying sustainable in this dynamic environment (Matrix Map)
✤ Q&A
4. Introduction
✤ Georgette E. Dumont, MPA, PhD (Gette)
✤ Assistant Professor, University of North Florida
✤ Specializations: Nonprofit Management, ICTs,
Accountability, Strategic Planning and Leadership
✤ Past: Chamber of Commerce, School-to-Work, United
Way, American Farmland Trust
5. Environmental Changes
✤ Demographic shifts
✤ Technological advance
✤ Increased competition (resources and
clients/customers)
✤ Blurring of sector lines
✤ Calls for more professionalization
9. The Business Model
• Done at very beginning, and revisited often
• Need to answer
• What will you offer (value)?
• Who are your customers (constituents)?
• How will you reach them?
• What are the revenue streams (grants, donations, fees,
etc.)?
• What is your delivery of services?
• How will you measure success?
10. Leadership’s Role
✤ Use the organization’s business model for:
✤ Strategic planning/thinking
✤ SWOT analysis
✤ Make connections for sustainability
11. Sustainability
✤ An orientation, not a destination
✤ Dynamic Environment = Continual Change
✤ Focus:
✤ Money (financial sustainability)
✤ Mission (programmatic sustainability)
✤ Tool: The Matrix Map
12.
13. Matrix Map
✤ Visual tool for nonprofit’s business model
✤ Understand how all business lines (core activities) fit together
✤ Need to:
✤ Identify impact strategies (external effects of business lines)
✤ Identify revenue strategies (how particular business lines are
financed)
• Assesses each activity’s:
• Financial impact
• Mission alignment
• Implementation
• Scale
15. The Mapping Process
Collect data
Program
(Likert scale 1-5)
Financial
Mission alignment Income
Scale or volume Grants, other restricted funds
Depth Unrestricted funds
Filling an important gap Full costs
Community building Direct
Execution/implementation Indirect
16. Use to…
✤ Understand programs
✤ Improve programs
✤ Move programs
✤ Cycle out programs
20. Strategic Imperatives of the Map
Impact
Profitability
Invest and growKeep, but contain costs
Close or give away Nurture, increase impact
Source: Bell, et al., 2010
22. Difficulties
✤ Time
✤ Honesty
✤ Agreement on mission impact
✤ Calculating ‘full cost’ of programs
✤ Egos, fear, resistance
✤ Cycling out business lines
23. Cautions
✤ Strategic Imperatives are not the final word, just
suggestions
✤ Does not visualize diversification of revenue streams
✤ Matrix Map is a point in time
✤ Data may be bad
✤ Need strong leadership
24. Best uses
✤ Understand different business lines in a nonprofit
✤ See the interconnection between mission and money
✤ See how business lines change over time
✤ Initial dialogue for difficult conversations
25. Recap
✤ Nonprofit sector undergoing unique challenges
✤ Professional development becoming increasingly important
✤ Nonprofit leadership needs to continually assess
environment and continually adjust to keep organization
relevant and sustainable
✤ Matrix map is a visual tool to help make strategic decisions
26. “Greatness is not a function of circumstance.
Greatness, it tuns out, is largely a matter of
conscious choice, and discipline”
–Jim Collins
28. Resources
✤ Bell, J., Masaoka, J., and Zimmerman, S. (2010)
Nonprofit Sustainability: Making Strategic Decisions for
Financial Viability. San Fransisco: Jossey-Bass.
✤ Collins, J. (2005). Good to Great and the Social
Sectors: A Monograph to Accompany Good to Great.
Harper Collins.
29. Thank you
Georgette E. Dumont, MPA, PhD
email: g.dumont@unf.edu
Blog: www.getteinjax.com
Facebook: www.facebook.com/getteinjax
Twitter: GetteInJax
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