The MacMillan MatrixA Tool for Program Analysis Presentation to the YWCA Mid-Atlantic Region Shelly M. Schnupp SMSand Associates
Why Program Analysis? • Greater demand for accountability • More competition….for funding and customers • Changing needs, evolving environments
…Nonprofits are Responding • Refocusing on mission • Competing where appropriate • Avoiding duplication • Maximizing strengths • Increasing partnerships and collaborations
The MacMillan Matrix • Developed by Ian MacMillan • Designed to help nonprofits assess their programs for sustainability, especially in light of scarce resources
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
How well does our program portfolio fit with our mission and vision? Are we the bestorganization to provide this service? What is the competitivestrength of each of our programs? 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? Key Questions MM Helps Nonprofits Answer
Matrix Criteria • Fit • Economic Attractiveness • Alternate Coverage • Competitive Position
1. Fit -- degree to which a program "belongs" or fits within an organization(Good or Poor) • Congruence with mission/purpose vision? • Organization has existing skills and competencies? • Able to share resources and coordinate activities with other programs?
2. Economic Attractiveness— revenue availability(High or Low) • Current stable funding? • High appeal to funders, supporters? • High market demand? • Measurable, reportable outcomes/results?
3. Alternate Coverage competition(High or Low) • Are similar services provided? • Do customers have many other choices? • Competitors now and future?
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? 4. Competitive Positionstronger capability and potential to deliver the service than current or emerging competitors(Strong or Weak)
Program Analysis Steps 1. Preparation 2. Implementation 3. Analysis 4. Action
Step 1.Preparation • Assemble analysis team • Staff • Board • Assemble Program Profiles • Identify additional data • Mission, Vision • Strategic Plan
Program purpose and history Customer Profile—who is targeted, served, trends, challenges Primary program activities Outcomes--customer and other Funding—sources, trends, issues Staffing—requirements, status and issues 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 Program Profile See Program Profile Format and Example
Exercise 1 1. Find a partner to work with. 2. Identify a program. 3. Complete a Program Profile using Worksheet 1. 4. See example program profile inhandouts packet p. 4
Step 2. Implementation • Present, review program data • Classify each program according to 4 criteria • Alone, silently • Discuss, reach group consensus • Note classifications on worksheet • Place programs on matrix • Review results
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.
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
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.
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.
Exercise 2 • 1. Resume work with previous partner. • 2. Refer to program profile completed in Exercise 1. (Worksheet 1). • 4. Apply the 4 MacMillan Criteria to the program. • Use criteria definitions (Handouts packet p. 5). • Note the program ratings on Worksheet 2. • 5. Place the program in the appropriate cell on the MacMillan Matrix. • See Applying Results (Handouts packet p. 7). • 6. Find the cell definition that corresponds with the Matrix Cell. (Handouts packet p. 9). • Discuss the results.
Step 3. Analyze Results • Implications for Individual Programs? • What does our Program Portfolio Look Like? • What are the implications for the future? For organizational sustainability?
Exercise 3 • See sample Program Rating Worksheet for Association X. • Place rated programs on the MacMillan Matrix. • Discuss results. • What are the implications for organizational sustainability? • What next steps should be considered by Association X?
4. Take Action • Develop plan for implementing results • Implement Plan • Use results in strategic planning
Program Analysis Applications • Generate data for strategic planning • Check on “hunches” or assumptions • Analyze programs against new vision, strategic plan • Develop new programs
Program Analysis Benefits • Increase understanding • Develop consensus • Encourage objectivity • Build organizational capacity
Tips for Engaging in Program Analysis • Base analysis on data; develop “program profiles” • Challenge assumptions • Use a facilitator—especially for existing programs • Avoid second guessing results • Document issues that surface • Develop a plan and act on it!
. . . . . . QUESTIONS? • Contact: Shelly Schnupp 414-412-0408 firstname.lastname@example.org SMSand Associates