Not-for-profit organizations are often so focused on delivering the mission, that a strategic and objective view of organizational financial performance i.e. program financial sustainability, total cost of programs, earned versus unearned (contributed) revenue, direct versus indirect cost and financial tools, such as industry or peer benchmarks, key performance indicators and balanced scorecards are often not in an organizations vocabulary or practices.
This is not path to sustainable success. I intentionally refer to the nonprofit sector as not-for-profit because it's important to point out that although a shareholder profit may not the motive, profitability is essential to sustainability.
The nation's largest for-profit post-secondary education organization had a challenge with its student financial aid process which was resulting in delayed financial aid decisions and ultimately financial resources.
Kim worked with one of the earliest large multi-location nationally accredited preschool organizations in the state of Arizona through their start-up years. The challenge was balancing high-growth with the delivery of consistent high-quality programs and financial resiliency.
Kim worked with Arizona's oldest community college, with over 110 years of history, during one of its highest growth periods and while pursuing its first 10-year accreditation, the highest available. The challenge was balancing high-growth with the delivery of consistent high-quality programs.
Junior Achievement's programs are far-reaching (80,000+ primarily low-income students each year!), and have meaningful, measurable impact – not just for the students they serve, but their families, their future employers and the community overall.
They are giving these students the tools and confidence to break poverty cycles and achieve new heights!
Through its 9,500 volunteer mentors, Junior Achievement is bridging the gap between what students learn in the classroom and the real world.
Scottsdale Healthcare, now Honor Health, continues to be a locally owned, nonprofit, integrated health system and one of the largest healthcare providers and employers in Scottsdale.
The challenge was balancing location expansion, consistent high-quality care and financial resiliency.
Southwest Autism Research & Resource Center (SARRC) is a nationally recognized and the State of Arizona's largest not-for-profit organization serving the autism community.
With SARRC'S high growth and added complexity, comes the need for clear priorities, next steps and alignment within the management team and Board of Directors.
"Kim led our executive team through scenario planning for several of our key programs and as a result, we are executing a plan that will help us deliver improved financial performance without sacrificing the quality of our service delivery."
Daniel Openden, Ph.D., BCBA-D
President and CEO
SARRC
"The performance tools provided by Kim assisted us in more efficiently planning for change and growth in the evolving healthcare market....a challenge facing much of the healthcare industry. "
"I can wholeheartedly recommend Kim Hartmann's Strategic Planning, Leadership Development and Financial Management Services.”
Debbie Shumway,
Executive Director
Hospice of the Valley
The Children's Museum of Phoenix is a nationally recognized as one of the top children's museums in the country. The Museum's relatively young age belies its success.
To sustain the Museum's success and growth, it was in need of a multi-year Strategic Plan.
Kim worked with the Museum's Leadership Team and Board of Directors to develop a comprehensive Five-Year Strategic Plan.
The result is a positive bottom line with cash reserves and plans for expansion."
Kate Wells, President & CEO | Children's Museum of Phoenix
Childsplay is a nationally and internationally respected professional theatre company for young audiences.
As a result of Childsplay's robust portfolio of offerings and its desire to diversify its revenue base, the Childsplay leadership team pursued capacity building as a tool re-calibrate its strategic plan.
The Arizona Humane Society is preparing for an important capital campaign to support the expansion of their mission with a new state-of-art facility.
To achieve this goal, AHS needed to develop a five-year business plan, financial forecast and an operational improvement plan to support their case statement program and financial goals.
"As a leader in the nonprofit community, the importance of evaluating the impact of our current operations and strategically looking at growth and optimization of our programs is paramount.
We recently worked in partnership with Kim Hartmann, who exceptionally guided the development of several core business plans with several key leaders."
Kelsea Patton
Vice President of Strategy, External Affairs and Service Operations
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