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930 Wednesday Bell State

The document provides an overview of a nonprofit sustainability clinic led by Jeanne Bell, CEO of CompassPoint Nonprofit Services. The session objectives include defining sustainability, distinguishing between planning, strategy, and decision making, introducing a matrix map tool for defining a nonprofit's business model, and determining next steps. Sustainability encompasses both financial sustainability and programmatic sustainability. Strategy is setting a coordinated set of actions to create a competitive advantage in carrying out a nonprofit's mission, rather than planning. The session will help organizations define their core business lines and impact criteria, visualize their business model, and identify strategic imperatives.

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59 views25 pages

930 Wednesday Bell State

The document provides an overview of a nonprofit sustainability clinic led by Jeanne Bell, CEO of CompassPoint Nonprofit Services. The session objectives include defining sustainability, distinguishing between planning, strategy, and decision making, introducing a matrix map tool for defining a nonprofit's business model, and determining next steps. Sustainability encompasses both financial sustainability and programmatic sustainability. Strategy is setting a coordinated set of actions to create a competitive advantage in carrying out a nonprofit's mission, rather than planning. The session will help organizations define their core business lines and impact criteria, visualize their business model, and identify strategic imperatives.

Uploaded by

geohaz
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Nonprofit Sustainability Clinic

Jeanne Bell, CEO CompassPoint Nonprofit Services

session objectives
1. 2. 3. 4.
5. 6. 7. 8. 9.

Achieve a lab effect where real work gets done Define sustainability Distinguish between planning, deciding, and strategy Introduce the Matrix Map tool for defining and refining a nonprofits business model Identify business lines Identify impact criteria Create a business model statement Create initial list of strategic imperatives/decisions Determine next steps for your organization

defining sustainability
Sustainability encompasses both financial sustainability (the ability to generate resources to meet the needs of the present without jeopardizing 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

confusing planning and strategy


Strategy is not planning.
Organizational strategy is about who and what the organization is in the larger world. A coordinated set of actions aimed at creating and sustaining a competitive advantage in carrying out the nonprofit mission.
-The Nonprofit Strategy Revolution by David La Piana

Whats the quality of strategic thinking at your organization today?

Whats the quality of decision-making at your organization today?

what's a business model?


The essence of a business model is that it defines the manner by which the enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit: it thus reflects managements hypothesis about what customers want, how they want it, and how an enterprise can organize to best meet those needs, get paid for doing so, and make a profit.
- Wikipedia: David Teece 2010

Who are your customers? What do they each value?


How do they pay for that value?
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seeing the business model

example: community theater


English / Spanish Plays
4.00

Spanish Language Plays

3.00

After-School Drama Workshops


(100,000)

Impact

(80,000)

(60,000)

(40,000)

(20,000) 2.00

20,000

40,000

60,000

Newsletter
1.00

Special Events

Profitability

defining business lines


Core programmatic activities (dont confuse with grants and contracts) Core revenue generating activities
Dynamic over time

What are your core business lines?

12

impact criteria
Internal assessment, NOT evaluation Choose four criteria
Alignment with core mission Excellence in execution Scale or volume Depth Filling an important gap Community building Leverage

Choose and tailor four impact criteria for your business lines.

14

profitability
After administrative allocation Restricted funds go with their program activity Not uncommon to have all programs subsidized by fundraising

Strategic Imperatives

strategic imperatives

strategic imperatives

strategic imperatives

example: environmental organization

4.00

Environmental Education

Restoration & Reforestation


(250,000)

3.00

Impact

(200,000)

(150,000)

(100,000)

(50,000) 2.00

50,000

100,000

150,000

Site Rentals

Direct Mail Annual Event

Major Donors

Nursery

Resource Library

1.00

Profitability

success considerations
financial literacy across staff and board quality of available data: financial and impact the politics of attachment focus on the communications and change management requirements ---internal and external---of bold decisions drive off of IMPACT

21

strategic framework
Annual Plan
Goals by Business Line Organizational Development Goals Income and Expense Replenish TR Funds

Annual Budget

Learning

Impact Metrics Story-banking Financial Metrics

Q & A /Discussion

24

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