BAF_6 MAD Coursework: Balanced Scorecard for a Small Cancer Charity

This report presents a balanced scorecard designed for a small cancer charity, addressing the need for a monthly evaluation tool for the charity's trustees. The scorecard encompasses four key perspectives: Financial, Customer, Internal Business Processes, and Learning and Growth. Under the Financ...Read More

Running head: BALANCED SCORECARD
Balanced Scorecard
Name of the Student
Name of the University
Author’s Note

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Table of Contents
Balanced Scorecard for Small Cancer Charity................................................................................2
Financial Perspective.......................................................................................................................3
Customers Perspective.....................................................................................................................4
Internal Business Perspective..........................................................................................................6
Learning and Growth Perspective...................................................................................................8
References......................................................................................................................................10

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Balanced Scorecard for Small Cancer Charity
Financial
Measures
1. Increase in Donation
2. Effectiveness in the Use of Budget
3. Efficiency in Using All Resource
4. Increase in Profit
5. Improve Cost Structure
Learning and growth
Measures
1. Increase in Capabilities and
Expertise of the Employees
2. Reduction in Employee Turnover
3. Increase Employee Satisfaction
4. Develop Recognition Programs for
Employees
5. Provide Personal Growth
Opportunities for Employees
Customers
Measures
1. Patient and Family Satisfaction
2. Level of Customer Complaints
3. Improve Access to Services
4. Develop Individualized/Customized
Plans/Services for the Patients
5. Quality of Services
Internal business
Measures
1. Increase in Operating Standards of
Services
2. Development of Innovation in
Services
3. Make People Aware of Available
Services
4. Meeting the Regulatory Compliance
5. Developing Safe and Secure
Environment for Patients,
Employees and Visitors
Table 1: Balanced Scorecard
(Source: As created by Author)

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Financial Perspective
Increase in Donation – Since the small cancer charity is a not-for-profit organization, profit is
not the main purpose of its foundation. However, there is a larger need for donation in order to
carry out the operations of the charity. For this reason, the priority is to ensure the growth in the
donation received on monthly basis. In order to measure this, percentage increase in donation on
monthly basis can be considered as a major indicator. For example, the charity needs to ensure
5% increase in donation every month (Manville and Broad 2013).
Effectiveness in the Use of Budget – Development of an effective budget has major importance
in the not-for-profit charities and the same is applied in this cancer charity. Since the only major
source of income of this cancer charity is donation, it needs to develop an effective monthly
budget that will include their all anticipated sources of income and expenditures. Hence, the need
for this cancer charity is to ensure the variance analysis of their monthly budget on monthly
basis. This process is an effective way to develop strategies in order to develop strategies for
making an effective budget (Anjomshoae et al. 2017).
Efficiency in Using All Resource – Effective and efficient utilization of all the necessary
resources is given utmost importance in the not-for-profit organizations due to the fact that they
do not have major sources of funds. For this reason, the cancer charity is needed to ensure
measuring how efficiently they are using the organizational resources like assets and funds. For
measuring this on monthly basis, the charity can use measuring ratios like Return on Assets and
Return on Capital Employed on monthly basis. The results of these ratios would provide them
with the view that whether they are effectively utilizing their resources of not for the purpose of
providing the required services to their patients (Niven 2014).

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Increase in Profit – Since the cancer charity is a not-for-profit organization, the aspect of
profitability is not considered as important. In spite of this fact, it is needed for the charity to
ensure profit every year in order to cover all the expenditures. For this reason, the cancer charity
needs to measure their profitability on monthly basis for maintaining the overall financial
stability. In this process, the cancer charity can measure the percentage change in the profit every
month as an effective indicator. In case there is not sufficient increase in profitability, the cancer
charity will be able in developing as well as implementing productive strategy for their charity
for maintaining the overall financial stability (Koumpouros 2013).
Improve Cost Structure – Cost structure can be considered as the types of the relative
proportions of the fixed as well as variable costs of the businesses; and this aspect is also
applicable for the cancer charity. It is majorly important for the cancer charity to determine their
cost structure on monthly basis after considering both the fixed and variable costs. In this
process, the charity can consider the percentage increase or decrease in the total costs on monthly
basis. It is essential for the determination of the profitability of the cancer charity (Beverungen,
Hoedemaekers and Veldman 2014).
Customers Perspective
Patient and Family Satisfaction – The satisfaction of the patients along with their families is
considered as a crucial aspect for the not-for-profit clarities and the same is also applicable for
the cancer charity. It is possible for the management of the cancer charity to measure their
overall performance by measuring the level of satisfaction of their patients and their families. On
the monthly basis, patients and their families’ satisfaction can be measured by conducting
satisfaction survey on monthly basis by taking the representative sample from the customers and

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their families. This measure is helpful by developing new strategies for satisfying the patients
and their families (Akkermans and Van Oorschot 2018).
Level of Customer Complaints – Receiving complaints from the customers can be considered
as a normal process for every business and the same can be applied in the case of the cancer
charity. To the cancer charity, complaint management can be utilized as a tool for establishing
effective communication with the patients and the patients’ families so that required feedback
can be obtained on the level of satisfaction by the services of the charity. On the monthly basis,
complaint management can be measured by comparing the percentage of complaints resolved as
compared to the total complaints received. This can lead to the development of an effective
complaint management mechanism on monthly basis (Keramati and Shapouri 2016).
Improve Access to Services – It needs to be mentioned that the main activities of the cancer
charity involves in providing advices and support to the cancer affected people, providing care
for the cancer suffers and assisting in raining funds for cancer research. For this reason, the
cancer charity needs to measure how easily the cancer patients are accessing the services to the
charity as the success of the organization largely depends on it. In order to measure it on monthly
basis, the cancer charity can conduct monthly surveys on the families of the cancer sufferers and
patients in order to make their services to accessible (Lee and Nowell 2015).
Develop Individualized/Customized Plans/Services for the Patients – It can be seen from the
above discussion that the cancer charity is involved in providing different services and supports
to the cancer sufferers and their families. In order to improve this aspect, this cancer charity can
bring individualized or customized services or plans with the aim to cater to the unique need of
their patients. At the same time, they need to ensure measuring this progress on monthly basis for

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increasing the overall efficiency of the trust. The management can measure this aspect by
measuring the number of newly introduced customized services for their patients (Sayed 2013).
Quality of Services – Quality of the products and services can be regarded as one major
essential aspect that the customers consider before involving with any organization and the same
is applicable for this cancer charity. For this reason, it is needed for the management of the
cancer charity to measure the quality of the services on monthly basis. In order to achieve this,
the management of the cancer charity can implement the system to rate their services by the
patients’ family so that they can measure the improvements in the quality of their services on
monthly basis (Arena, Azzone and Bengo 2015).
Internal Business Perspective
Increase in Operating Standards of Services – It needs to be mentioned that the increase in the
operating standards of the services is considered as a critical attribute for the success of any
organizations and thus, for the cancer charity as well. For this reason, the cancer charity needs to
ensure improving the processes to plan development programs and processes for delivering
quality services to the patients and others. This needs the measurement of operating standards of
services on monthly basis. In order to ensure this, the management of the cancer charity needs to
ensure that all of their internal processes comply with the required operational standards and this
check needs to be done on monthly basis (Yüksel and Coşkun 2013).
Development of Innovation in Services – Innovative services and products increases the
efficiency of the organizations towards achieving the needs of their customers and the same is
applicable for the cancer charity. The management of the cancer charity needs to ensure that they
have innovation in their services that differentiate them from the other trusts on the same field. In

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order to ensure this, the management of the cancer charity needs to take into account the code
needs of the cancer patients in order to develop new service programs for catering to those needs.
This can be measured by considering the introduction and implementation of new innovations in
their products on the monthly basis (Kistruck, Qureshi and Beamish 2013).
Make People Aware of Available Services – It is considered as an essential aspect for
charitable trust to ensure the aspect that people know about their services and the cancer charity
is needed to consider the same. It is required for the cancer charity to implement the needed
promotional strategies with the aim to make the common people aware about their services and
the same needs to be measured on the monthly basis. For measuring this, the management of the
cancer charity needs to conduct survey every month among the common people to ascertain how
many people know about their services (Berman 2015).
Meeting the Regulatory Compliance – It needs to be mentioned that the charitable trusts are
needed to comply with many laws and regulations at the time to conduct their operations and the
same is applicable for the cancer charity. While providing the services, the management of
cancer charity needs to ensure that they have the needed compliance with required regulations
and laws as it can increase the efficiency of their overall operations. On the monthly basis, the
management of the cancer charity needs to check the regulatory compliance of them with the
needed laws and regulations (Lubis, Torong and Muda 2016).
Developing Safe and Secure Environment for Patients, Employees and Visitors – It can be
considered as one of the major aspects for the cancer charity to develop a safe and secure
environment for their patients, employees and visitors and it helps the trust to achieve their
operational excellence. The trust is needed to measure their aspect on monthly basis and there are

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many measures that they can consider for measuring this on monthly basis; some of these
measures are number of medication errors reported, number of workplace accidents or injuries,
percentage of people that feel safe within the premise of the charity, percentage of people
receiving physical examination and others (Berman 2014).
Learning and Growth Perspective
Increase in Capabilities and Expertise of the Employees – The overall excellence of any
organization depends on the increase in capabilities and expertise of their employees and the
same is applicable for the cancer charity. This is an essential measure that can be considered as
the result of through influence for improving employee morale, innovation and level of
satisfaction among the patients. For this reason, the cancer charity needs to ensure measuring this
measure on monthly basis and the most important aspect that can be used to measure this is
employee productivity. The measurement of employee productivity on monthly basis can be
used by the cancer charity to measure the increase in this particular aspect (Yaghoobi and
Haddadi 2016).
Reduction in Employee Turnover – Employees are considered as the most valuable asset for
any foundation and for the cancer charity. Since the cancer charity is a not-for-profit
organization, the employees do not want wage as they become social workers. For this reason, it
is needed for the charity to influence their employees on such a manner so that they can work for
the trust without expecting anything in return. Hence, the need for the cancer charity is to reduce
the employee turnover for ensuring the continuous operation of the trust. On the monthly basis,
this aspect can be measured by the decrease in the percentage of employee turnover in each
month (Ebrahim and Rangan 2014).

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Increase Employee Satisfaction – It is essential to mention in this aspect that the level of
satisfaction among the employees has a positive influence on the increase in the commitment of
the employees. For this reason, it has a major impact on the growth and learning process of the
charity and the management of the charity needs to ensure measuring this aspect on monthly
basis. On the monthly basis in the cancer charity, this aspect can be measured by the percentage
of satisfied employees within the foundation (Trotta et al. 2013).
Develop Recognition Programs for Employees – It is needed for the management of the cancer
charity to ensure developing program for recognizing the employees with good and effective
performance and this creates major satisfaction among the employees. On the monthly basis, this
aspect can be measured by the charity by considering the number of employees recognized in the
monthly recognition programs. This aspect will help the charity in recognizing as well as
warding the top performers on the monthly basis (Epstein and Yuthas 2017).
Provide Personal Growth Opportunities for Employees – It is important to the cancer charity
to ensure the fact that they employees are getting personal growth opportunities as it is very
essential for the learning and growth of the employees and the foundation. Thus, the trust needs
to ensure measuring this aspect on monthly basis. On the monthly basis, this aspect can be
measured by identifying the number of personal growth programs offered to the employees
(Micheli and Mari 2014).

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References
Akkermans, H.A. and Van Oorschot, K.E., 2018. Relevance assumed: a case study of balanced
scorecard development using system dynamics. In System Dynamics (pp. 107-132). Palgrave
Macmillan, London.
Anjomshoae, A., Hassan, A., Kunz, N., Wong, K.Y. and de Leeuw, S., 2017. Toward a dynamic
balanced scorecard model for humanitarian relief organizations’ performance
management. Journal of Humanitarian Logistics and Supply Chain Management, 7(2), pp.194-
218.
Arena, M., Azzone, G. and Bengo, I., 2015. Performance measurement for social
enterprises. VOLUNTAS: International Journal of Voluntary and Nonprofit
Organizations, 26(2), pp.649-672.
Berman, D., 2014. Productivity in public and nonprofit organizations. Routledge.
Berman, E., 2015. Performance and productivity in public and nonprofit organizations.
Routledge.
Beverungen, A., Hoedemaekers, C. and Veldman, J., 2014. Charity and finance in the
university. Critical Perspectives on Accounting, 25(1), pp.58-66.
Ebrahim, A. and Rangan, V.K., 2014. What impact? A framework for measuring the scale and
scope of social performance. California Management Review, 56(3), pp.118-141.
Epstein, M.J. and Yuthas, K., 2017. Measuring and improving social impacts: A guide for
nonprofits, companies and impact investors. Routledge.

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Keramati, A. and Shapouri, F., 2016. Multidimensional appraisal of customer relationship
management: integrating balanced scorecard and multi criteria decision making
approaches. Information Systems and e-Business Management, 14(2), pp.217-251.
Kistruck, G.M., Qureshi, I. and Beamish, P.W., 2013. Geographic and product diversification in
charitable organizations. Journal of Management, 39(2), pp.496-530.
Koumpouros, Y., 2013. Balanced scorecard: application in the General Panarcadian Hospital of
Tripolis, Greece. International journal of health care quality assurance, 26(4), pp.286-307.
Lee, C. and Nowell, B., 2015. A framework for assessing the performance of nonprofit
organizations. American Journal of Evaluation, 36(3), pp.299-319.
Lubis, A., Torong, Z.B. and Muda, I., 2016. The urgency of implementing balanced scorecard
system on local government in North Sumatra–Indonesia.
Manville, G. and Broad, M., 2013. Changing times for charities: performance management in a
third sector housing association. Public Management Review, 15(7), pp.992-1010.
Micheli, P. and Mari, L., 2014. The theory and practice of performance
measurement. Management accounting research, 25(2), pp.147-156.
Niven, P.R., 2014. Balanced scorecard evolution: A dynamic approach to strategy execution.
John Wiley & Sons.
Sayed, N., 2013. Ratify, reject or revise: balanced scorecard and universities. International
Journal of Educational Management, 27(3), pp.203-220.

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Trotta, A., Cardamone, E., Cavallaro, G. and Mauro, M., 2013. Applying the balanced scorecard
approach in teaching hospitals: a literature review and conceptual framework. The International
journal of health planning and management, 28(2), pp.181-201.
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integrating BSC and AHP. International Journal of Productivity and Performance
Management, 65(7), pp.959-976.
Yüksel, H. and Coşkun, A., 2013. Strategy focused schools: an implementation of the balanced
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pp.2450-2459.