The MacMillan Matrix A Tool for Program Analysis

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2. Why Program Analysis?. More prominent interest for accountabilityMore rivalry

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The MacMillan Matrix A Tool for Program Analysis Presentation to the YWCA Mid-Atlantic Region Shelly M. Schnupp SMS and Associates

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Why Program Analysis? More noteworthy interest for responsibility More rivalry … .for financing and clients Changing needs, advancing conditions

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… Nonprofits are Responding Refocusing on mission Competing where suitable Avoiding duplication Maximizing qualities Increasing organizations and coordinated efforts

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The MacMillan Matrix Developed by Ian MacMillan Designed to help philanthropies evaluate their projects for manageability , particularly in light of rare assets

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Guiding Principles Unnecessary duplication sections constrained assets; debilitates suppliers, diminishes quality Greater concentration , as opposed to being all things to all individuals, can bring about higher quality Increasing interest for assets requires change in methodologies

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How well does our program portfolio fit with our central goal and vision ? It is safe to say that we are the best association to give this administration? What is the focused quality of each of our projects? Is it accurate to say that we are occupied with any administrations which, if wiped out , would bring about shoppers indispensable misfortune? It is safe to say that we are spreading ourselves too thin, without the ability to manage ourselves? Would it be advisable for us to work helpfully with another association to give administrations? Key Questions MM Helps Nonprofits Answer

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Matrix Criteria Fit Economic Attractiveness Alternate Coverage Competitive Position

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1. Fit - degree to which a program "belongs" or fits inside an association (Good or Poor) Congruence with mission/reason vision? Association has existing aptitudes and abilities? Ready to impart assets and organize exercises to different projects?

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2. Monetary Attractiveness — income accessibility (High or Low) Current stable subsidizing? High interest to funders, supporters? High market request? Quantifiable, reportable results/comes about?

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3. Substitute Coverage rivalry (High or Low) Are comparative administrations given? Do clients have numerous different options? Contenders now and future?

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Good area, calculated conveyance framework? Will clients remain? Develop? Is quality prevalent? Record of securing awards, subsidizing? Stable staffing? Capacity to keep up and constantly increment competency? Practical? Solid associations with buyers and partners? 4. Aggressive Position more grounded ability and potential to convey the administration than present or developing contenders ( Strong or Weak)

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Program Analysis Steps 1. Arrangement 2. Execution 3. Investigation 4. Activity

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Step 1. Readiness Assemble investigation group Staff Board Assemble Program Profiles Identify extra information Mission, Vision Strategic Plan

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Program reason and history Customer Profile—who is focused on, served, patterns, challenges Primary program exercises Outcomes- - client and other Funding—sources, patterns, issues Staffing—prerequisites, status and issues Competition—others as of now giving or wanting to give the same or comparable administrations Factors that recognize this program from comparable or different endeavors Other gatherings/associations the program does or ought to cooperate with and how Other exceptional Issues both positive and negative Program Profile See Program Profile Format and Example

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Exercise 1. Discover an accomplice to work with. 2. Recognize a program. 3. Finish a Program Profile utilizing Worksheet 1 . 4. See illustration program profile in gifts parcel p. 4

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Step 2. Execution Present, audit program information Classify each program as per 4 criteria Alone, quietly Discuss, achieve amass accord Note groupings on worksheet Place programs on network Review comes about

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MacMillan Matrix Worksheet

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MacMillan Matrix

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MacMillan Matrix Worksheet

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MacMillan Matrix

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Cell 10. Deliberate Divestment. This program is both ugly and a poor fit. Be that as it may, it is attractive to take out these administrations progressively and if at all conceivable without mischief to buyers.

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MacMillan Matrix Worksheet

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MacMillan Matrix

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Cell 6. Soul of the Agency. Try not to have simple access to assets all alone Agency is focused on conveying even at the cost of financing with assets from different projects Makes exceptional or one of a kind commitment to clients and mission No association can bear to bolster a boundless number of "soul" projects

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MacMillan Matrix Worksheet

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MacMillan Matrix

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Cell 4. Contribute, Find Partner, or Divest. Beneficial speculation when assets accessible for enhancing its focused position - after projects in Cell 1 have been dealing with. On the off chance that venture assets don't exist, get to be possibility for finding an accomplice. There is opportunity here because of the accessibility of assets and low rivalry that could be sought after with a vital accomplice. In the event that neither one of the alternatives works out, surrender the programming - it is probably not going to expect an aggressive position all alone.

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MacMillan Matrix Worksheet

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MacMillan Matrix

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Cell 2. Forceful Growth. There are considerable assets, abundant purchasers, and couple of contenders High need for consideration as the association given critical chance to fabricate piece of the overall industry. As others perceive the association's prosperity, the opposition will increment - so opportune interest in development is basic.

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Exercise 2 1. Continue work with past accomplice. 2. Allude to program profile finished in Exercise 1. (Worksheet 1) . 4. Apply the 4 MacMillan Criteria to the program. Utilize criteria definitions (Handouts parcel p. 5) . Take note of the program evaluations on Worksheet 2 . 5. Put the program in the proper cell on the MacMillan Matrix . See Applying Results (Handouts bundle p. 7) . 6. Discover the cell definition that compares with the Matrix Cell. (Freebees bundle p. 9) . Talk about the outcomes.

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Step 3. Break down Results Implications for Individual Programs? What does our Program Portfolio Look Like? What are the suggestions for what's to come? For authoritative manageability?

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MacMillan Matrix

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Exercise 3 See test Program Rating Worksheet for Association X. Put evaluated programs on the MacMillan Matrix . Examine comes about. What are the suggestions for hierarchical supportability? What next strides ought to be considered by Association X?

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4. Make a move Develop anticipate actualizing comes about Implement Plan Use brings about key arranging

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Program Analysis Applications Generate information for vital arranging Check on "hunches" or presumptions Analyze programs against new vision, key arrangement Develop new projects

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Program Analysis Benefits Increase understanding Develop accord Encourage objectivity Build hierarchical limit

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Tips for Engaging in Program Analysis Base investigation on information; create "program profiles" Challenge suppositions Use a facilitator—particularly to exist programs Avoid second speculating outcomes Document issues that surface Develop an arrangement and follow up on it!

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. . . . . . QUESTIONS? Contact: Shelly Schnupp 414-412-0408 SMS and Associates