The Sustainability Mindset Understanding and Strengthening Your Business Model @SpectrumSteve.
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Transcript of The Sustainability Mindset Understanding and Strengthening Your Business Model @SpectrumSteve.
![Page 1: The Sustainability Mindset Understanding and Strengthening Your Business Model @SpectrumSteve.](https://reader034.fdocuments.net/reader034/viewer/2022051215/5697bf931a28abf838c8f7b9/html5/thumbnails/1.jpg)
The Sustainability Mindset
Understanding and Strengthening Your Business Model
@SpectrumSteve
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Understanding nonprofit sustainability
Using the matrix map to see your business model
– Articulating Intended Impact
– Assessing Mission Impact
– Determining profitability
Analyzing and strengthening your business model
The keys to long-term sustainability
Our conversation
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Financial sustainability (the ability to generate resources to meet the needs of the present without compromising the future)
and
Programmatic sustainability (the ability to develop, mature, and cycle out programs to be responsive to constituencies over time.)
- - Nonprofit Sustainability: Making Strategic Decisions for Financial Viability
Defining Sustainability
Sustainability encompasses both:
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SUSTAINABILITY is an orientation, not a destination.
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Sustainability involves ongoing decision making about your
business model.
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The Matrix Map
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The Matrix Map
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Community Theater
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1.00
2.00
3.00
4.00 English / Spanish
PlaysSpanish Language
Plays
After-School Drama Workshops
NewsletterSpecial Events
Profitability
Impa
ct
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Matrix Map Overview
What we do (bubbles)
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3.00
4.00 English / Spanish
PlaysSpanish Language
Plays
After-School Drama Workshops
NewsletterSpecial Events
Profitability
Impa
ct
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Matrix Map Overview
Mix of Mission-Specific (Blue) and fund development programs (Green)
What we do (bubbles)
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1.00
2.00
3.00
4.00 English / Spanish
PlaysSpanish Language
Plays
After-School Drama Workshops
NewsletterSpecial Events
Profitability
Impa
ct
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Matrix Map Overview
Where we are investing our resources (size of bubbles)
What we do (bubbles)
Mix of mission-specific (blue)and fund development programs (green)(color of bubbles)
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1.00
2.00
3.00
4.00 English / Spanish
PlaysSpanish Language
Plays
After-School Drama Workshops
NewsletterSpecial Events
Profitability
Impa
ct
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Matrix Map Overview
The net financial results of each activity (horizontal axis)
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)
(100,000) (80,000) (60,000) (40,000) (20,000) - 20,000 40,000 60,000
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1.00
2.00
3.00
4.00 English / Spanish
PlaysSpanish Language
Plays
After-School Drama Workshops
NewsletterSpecial Events
Profitability
Impa
ct
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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)
Matrix Map Overview
Relative mission impact of each activity (vertical axis)
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1.00
2.00
3.00
4.00 English / Spanish
PlaysSpanish Language
Plays
After-School Drama Workshops
NewsletterSpecial Events
Profitability
Impa
ct
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Community Theater
(100,000) (80,000) (60,000) (40,000) (20,000) - 20,000 40,000 60,000
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1.00
2.00
3.00
4.00 English / Spanish
PlaysSpanish Language
Plays
After-School Drama Workshops
NewsletterSpecial Events
Profitability
Impa
ct
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Matrix Map Process
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Matrix Map Process
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A statement or series of statements about what the organization is trying to achieve and will hold itself accountable for within some manageable period of time. It identifies both the benefits the organization seeks to provide and the beneficiaries.
- - - Susan Colby, Nance Stone & Paul Cartter Bridgespan Group
Intended Impact
Articulating Intended Impact
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To guide the growth of at risk youth in order that they reach their potential and live
responsibly.
Youth and young adults up to age 26 and their families with a lack of formal support and resources who have experienced trauma and exhibit maladaptive behaviors will be productive members of society as measured by being: Financially stable Connected with community In healthy relationships Law abiding.
Intended Impact
Intended Impact
Mission
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What issue are we trying to address?
If we went away today, who would it matter to and why?
Who are the primary direct beneficiaries of our organization?
What is the geographic region of our impact?
What does success look like?
Intended Impact
Questions to Consider
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Matrix Map Process
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All Programs
Site
Approach
Method
Determining Programs
What are your core activities?
Mission-Specific Programs
Fund Development Programs
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Matrix Map Process
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Relative to other programs, how well does this program contribute to what the overall organization aims to accomplish?
Impact Criteria
1. Contribution to Intended Impact
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Is this program something that the organization delivers in an exceptional manner?
Impact Criteria
2. Excellence in Execution
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1. Contribution to intended impact2. Excellence in execution3. Scale4. Depth5. Significant unmet need6. Community building7. Leverage
Assessing Mission Impact
Criteria to Consider
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Example
Criteria1. Contribution to intended impact?
2. Excellence in Execution
3. Significant Unmet Need
4. Community Building
Environmental Education
4 4 3 2
Restoration & Reforestation
4 3 1 4
Nursery 3 1 1 2Resource Library
2 1 1 2
Direct Mail 2 2 1 3Major Donors 2 3 1 3Annual Event 1 2 1 2Site Rentals / Birthday Parties
2 2 1 1
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Matrix Map Process
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Profitability
Understanding Your
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Profitability
Nonprofit Expenses
Specific Program Costs
Shared Costs
Administrative Costs
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Profitability
Understand Your Finances
Expenses Revenues
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• Government contracts
• Restricted foundation grants
• Fee for service money
Unrestricted contributions by individuals or foundations
Special events
Allocating Revenue
Allocated to Mission-Specific Programs
Allocated to Fund Development Programs
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(200,000) (150,000) (100,000) (50,000) - 50,000 100,000 150,000
-
1.00
2.00
3.00
4.00 Environmental
Education
Restoration & Reforestation
NurseryResource
Library
Site Rentals
Direct Mail
Major Donors
Annual Event
Profitability
Impa
ctPutting it all together
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Matrix Map Process
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Strategic Inquiry
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What’s the story withinyour matrix map?
Strategic Inquiry
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(200,000) (150,000) (100,000) (50,000) - 50,000 100,000 150,000
-
1.00
2.00
3.00
4.00 Environmental
Education
Restoration & Reforestation
NurseryResource
Library
Site Rentals
Direct Mail
Major Donors
Annual Event
Profitability
Impa
ctThe Big Picture
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Strategic Inquiry
Stars: High Impact / High Profitability
The Star Quadrant• Do we understand the needs and
motivations of stakeholders who make the star possible?
• Are there opportunities to expand the program’s impact and revenue?
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Strategic Inquiry
Hearts: High Impact / Low Profitability
The Heart Quadrant• Can we envision this program
achieving the same impact with a different cost structure?
• Is there a different revenue strategy to consider?
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Strategic Inquiry
Money Trees: Low Impact / High Profitability
The Money Tree Quadrant• Can the net surplus be increased and if
so, what investment will that growth require?
• Are there means to reducing the program’s costs and improve the margin?
• Are there ways to achieve greater impact by making the program stronger?
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Strategic Inquiry
Stop Signs: Low Impact / Low Profitability
The Stop Sign Quadrant• Can we innovate this program to
move out of this quadrant?• How long will we give ourselves to
move the stop sign?• Is that the best use of resources?
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Strategic Inquiry
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(200,000) (150,000) (100,000) (50,000) - 50,000 100,000 150,000
-
1.00
2.00
3.00
4.00 Environmental
Education
Restoration & Reforestation
NurseryResource
Library
Site Rentals
Direct Mail
Major Donors
Annual Event
Profitability
Impa
ctThe Detailed Picture
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Matrix Map Process
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Impact Strategy
Financial Strategy
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Leadership
Impact Strategy
Financial Strategy
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Action
What decision could you make today to strengthen
your sustainability?
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Steve Zimmermanstevez@spectrumnonprofit.comwww.spectrumnonprofit.com414.226.2322