Excitant > Case studies & Experience > Charities and Not for Profit organisations

A Not for Profit Balanced Scorecard approach that works

Not for Profit Balanced Scorecards, Strategy maps and examples

Do not use the standard balanced scorecard model in a charity or not for profit organisation: IT WILL NOT WORK!

It is not often realised that charities and not for profit organisations require a special approach to the design of their strategy maps and balanced scorecards. This is not simply about the balanced scorecard perspectives: it is about the not for profit service delivery models and business models being fundamentally different. It is about what drives change and how that ripples through your organisation to create improvements.

Ignore this, use the standard approach, and you will end up with an scorecard that has wasted time, money and will not contribute to delivery of your services. We have a special approach for not for profit organisations. Our clients tell us it makes sense and is easy to implement, Listed below are some of our Not for Profit balanced scorecard experience.

What does work?

Get the underlying service model right, though, and you will be able to capture your strategy, communicate your strategy, align the organisations resources prople and effort, and become much better at delivering results. This is what we have been doing for all these clients listed below (and many others besides).

We also have experience of linking to third sector and not-for profit organisations from public sector organisations that work with partners in the third sector.

Some of our Not-for-profit and charity balanced scorecard experience and case studies

Diana, Princess of Wales Memorial Fund Strategic (Board) and tactical (Management) reporting using a Modern Balanced Scorecard	We helped the grant giving charity, The Diana, Princess of Wales Memorial Fund, develop three strategy maps and balanced scorecards to take to their board. This helped them show a consistent strategy, being implemented in different, but appropriate ways, for quite different groups of beneficiaries. There is a detailed strategic balanced scorecard case study of the Diana Memorial Fund work here
Southend on Sea Credit Union Launch strategy review	SECU were 3 months from launch and wanted a strategic review to ensure that their first 2-4 years started off as they planned. The work for the Credit Union used a 5 year view of the future, a Strategy map and balanced scorecard to chart the launch of a new credit union. This includes raising funds, gaining FSA approval, recruiting volunteers, establishing processes, marketing to members and changing perceptions about savings. Central are themes to help members move themselves from poverty, manage their own money and learn financial prudence and independence.
National Trust Re-engineering the management processes and improving decision making	We helped the large charity, the National Trust, review the effectiveness of their management processes and recommended improvements to the management processes concerned with strategic thinking, planning, budgeting, resource allocation, delegation of decision making, management information, performance management, individual performance appraisal, target setting and incentive systems. This involved facilitating a team of client staff from around the organisation helping them to identify the underlying issues, review alternative solutions and make recommendations to the executive team. (This work was conducted in conjunction with our partner consultancy, Tyler Mangan.) If you would like to discuss this work, please contact us directly.
National Adult Literacy Agency, (NALA) Ireland Strategic Alignment, Board reporting and management performance using a Modern Balanced Scorecard	NALA support adult literacy in Ireland. They help people improve their literacy, advance adult literacy policy, conduct research into literacy and numeracy levels and solutions, make approaches to literacy teaching more effective and remove barriers for people with literact difficulties. NALA wanted to improve how they managed their strategy, managed performance and reported on their projects and programmes. So we helped them develop a set of strategy maps and balanced scorecards tthat worked through from their board to the main programmes of work. These programmes included policy research, political lobbying and influence, supporting partners and raising the profile of literacy and numeracy in the country.
Dimensions: helping people with learning Disabilities to live the lives they want to lead Regional strategy and performance using fourth generation balanced scorecard	We helped the Board of this large, not for profit organisation understand the performance of their regions, by helping then develop Regional Strategy maps and Scorecards. This was so successful we had spontaneous balanced scorecards breaking out. One Director said, "I have never come across an approach where there has been so little resistance". See our extensive case study and video of this not for profit Strategic Balanced Scorecard project
Botswana High Commission: Inward Investment & Export agency 10 year vision, strategy and balanced scorecard	BEDIA (Botswana's inward investment agency) wanted training and support to develop a balanced scorecard to manage their effectiveness in both inward investment and export development. We went further. In a short, intense, workshop we helped them develop a view of the investment needs over the next ten years and so develop the overall size of the ambition for their investment programme
Not for profit training course: Fund raising and service providing charity's balanced scorecard	We have an extensive charity training case study to teach the Balanced scorecard Approach and the use of the Tangible Future and strategy map for strategy focused not for profit organisations. This includes understanding donors needs, the beneficiaries stages of development, research, campaigning, fund raising, recruiting volunteers, delivering services, creating replicable projects and working with partners.
Social Enterprise	Our balanced scorecard approach is readily adapted to social enterprises and organisations with both financial and social objectives, but where profit is not the ultimate end. Call is to discuss how we can help you with these social enterprise balanced scorecards.

Three features of our local government balanced scorecards are: Joined up working; Cross cutting themes; and Developing capability, capacity as and competencies.

With this range of experience, we can get your not for profit, charitable, or social enterprise strategy or performance management project off to a fast start.

Other public sector balanced scorecard experience:

Other not for profit balanced scorecards:

Public sector balanced scorecards

Local government balanced scorecards

Health balanced scorecards

Contact us to get a fast start in these areas