1 program analysis using the macmillan matrix and related tools ywca great lakes alliance july 2012...
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Program Analysis Using the MacMillan Matrix and
Related Tools
YWCA Great Lakes AllianceJuly 2012
Shelly M. Schnupp SMS and Associates
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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
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…Nonprofits are Responding
Facing facts Refocusing on mission Competing where appropriate Avoiding duplication Maximizing strengths Increasing partnerships and
collaborations
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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
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Guiding Principles
1. Unnecessary duplication fragments limited resources; weakens providers, decreases quality
2. Greater focus, instead of being all things to all people, can result in higher quality
3. Increasing demand for resources requires change in approaches
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Key Questions MM Helps Nonprofits Answer
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?
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?
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Matrix Criteria
1. Fit
2. Economic Attractiveness
3. Alternate Coverage
4. Competitive Position
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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?
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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?
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3. Alternate Coverage-- competition (High or Low)
Are similar services provided? Do customers have many other
choices? Competitors now and future?
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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?
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Program Analysis Steps
1. Preparation
2. Implementation
3. Analysis
4. Action
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1. Preparation
Assemble analysis teamStaffBoard
Assemble Program Profiles— distribute to team in advance
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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
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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
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2. ImplementationPresent, review program profiles and
discussClassify each program according to 4
criteriaAlone, silentlyDiscuss, reach group consensus
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Matrix Criteria
1. Fit
2. Economic Attractiveness
3. Alternate Coverage
4. Competitive Position
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2. Implementation (continued)
Present, review program profiles and discuss
Classify each program according to 4 criteriaAlone, silentlyDiscuss, reach group consensus
Note decisions on Worksheet
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MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Program A
x x x x
Program B
Program C
Program D
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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.)
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MacMillan MatrixHigh Economic Attractiveness(Easy to attract resources for support)
Low Econonic Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
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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?
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4. Take Action
Develop plan for implementing results Implement PlanUse results in strategic planning
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Using the Criteria to Rate Programs
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Matrix Criteria
1. Fit
2. Economic Attractiveness
3. Alternate Coverage
4. Competitive Position
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MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
Other program
Other program
Other Program
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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?
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MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X
Other program
Other program
Other Program
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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?
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MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X
Other program
Other program
Other Program
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3. Alternate Coverage-- competition (High or Low)
Are similar services provided? Do customers have many other
choices? Competitors now and future?
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MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X
Other program
Other program
Other Program
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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?
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MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Other program
Other program
Other Program
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Placing Programs on the MacMillan Matrix
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MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X
Racial Justice
Women’s Leader-ship
Child Tutoring
37
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
Job Training
Fit: GOOD
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MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X
Racial Justice
Women’s Leader-ship
Child Tutoring
39
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
Job Training
Econ. Attractiveness: HIGH
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MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X
Racial Justice
Women’s Leader-ship
Child Tutoring
41
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
Job Training
Alternate Coverage: LOW
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MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Racial Justice
Women’s Leader-ship
Child Tutoring
43
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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 DivestJOB TRAINING
7. Consider Partner or Divest
8. Find Partner or Divest
9. Aggressive Divestment 10. Orderly Divestment POOR FIT
Job Training
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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.
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MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Racial Justice
X
Women’s Leader-ship
Child Tutoring
46
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
Racial Justice
Fit: GOOD
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MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Racial Justice
X X
Women’s Leader-ship
Child Tutoring
48
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
Racial Justice
Econ. Attractiveness: LOW
49
MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Racial Justice
X X X
Women’s Leader-ship
Child Tutoring
50
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
Racial Justice
Alternate Coverage: LOW
51
MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Racial Justice
X X X X
Women’s Leader-ship
Child Tutoring
52
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
Racial Justice
Competitive Pos: STRONG
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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
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Racial Justice
X X X X
Women’s Leader-ship
X
Child Tutoring
55
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
Women’s Leadership
Fit: GOOD
56
MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Racial Justice
X X X X
Women’s Leader-ship
X X
Child Tutoring
57
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
Women’s LeadershipEcon. Attractiveness: HIGH
58
MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Racial Justice
X X X X
Women’s Leader-ship
X X X
Child Tutoring
59
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
Women’s LeadershipAlternate Coverage: LOW
60
MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Racial Justice
X X X X
Women’s Leader-ship
X X X X
Child Tutoring
61
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive GrowthWOMEN’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
Women’s LeadershipCompetitive Position: STRONG
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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
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Racial Justice
X X X X
Women’s Leader-ship
X X X X
Child Tutoring
X
64
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
Child Tutoring
Fit: POOR
65
MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Racial Justice
X X X X
Women’s Leader-ship
X X X X
Child Tutoring
X X
66
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
Child Tutoring
Econ. Attractiveness: LOW
67
MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Racial Justice
X X X X
Women’s Leader-ship
X X X X
Child Tutoring
X X X
68
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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
Child Tutoring
Alternate Coverage: HIGH
69
MacMillan Matrix Worksheet
Program Fit Economic Attractiveness
Alternate Coverage
Competitive Position
Good Poor High Low High Low Strong Weak
Job Training
X X X X
Racial Justice
X X X X
Women’s Leader-ship
X X X X
Child Tutoring
X X X X
70
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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 DivestmentCHILD TUTORING
POOR FIT
Child Tutoring
Competitive Pos: STRONG
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
MacMillan MatrixHigh Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive GrowthWOMEN’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 DivestmentCHILD TUTORING
POOR FIT
74
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
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 JUSTICETEEN 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
MacMillan Matrix
High Econ. Attractiveness(Easy to attract resources for support)
Low Econ. Attractiveness(Difficult to attract resources for
support)
Alternate Coverage
HIGH
Alternate Coverage
LOW
Alternate Coverage
HIGH
Alternate Coverage
LOW
Strong Competitive Position
1. Aggressive Competition
2. Aggressive GrowthFINANICAL LITERACY
5. Reinforce Best Competitor or Find PartnerWOMEN’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.