BAF_6_MAD Coursework: Balanced Scorecard for a Cancer Charity

This report presents a balanced scorecard developed for a small cancer charity, focusing on providing advice, support, and care to those affected by cancer, as well as funding cancer research. The scorecard includes measures under four perspectives: financial, customer, learning and growth, and internal business processes. Financial measures include budget usage, donation increase, profit increase, cost structure improvement, and resource utilization. Customer measures focus on addressing complaints, providing good quality service, ensuring access to service, and achieving family satisfaction. Learning and growth objectives encompass employee turnover reduction, satisfaction, recognition, growth opportunities, and expertise. Internal business processes cover service innovation, people awareness, standard of service, compliance, and creating a safe environment. The report justifies the use of these measures to enable the charity trustees to evaluate the organization's performance against its objectives on a monthly basis. Desklib provides past papers and solved assignments for students.

Running head: BALANCE SCORECARD
Balance scorecard
Name of the student
Name of the university
Author’s note

1Financial perspective:Financial perspective:
BALANCE SCORECARD
Financial Perspective Learning and Growth Perspective
 Budget usage
 Donation increase
 Cost structure improvement
 Profit increase
 Usage of resources
 Employee turnover reduction
 Employee satisfaction
 Employee recognition
 Employee growth and
opportunities
 Increase of employee expertise
Customer Perspective Internal Business Perspective
 Customer complain.
 Good quality service provide
 Access to service
 Family satisfaction
 Develop patient service
 Service quality increase
 Service innovation
 People awareness
 Standard of service increase.
 Compliance meet
 Creating safe environment of
people.
Financial perspective:
Budget usage:
The main focus of non-profit seeking cancer charity is to develop an effective monthly
budget that will include all the income and expenditures of the charity house. Further as the
main focus of the charity house is donation hence there should be effective budget strategy1.
1 Anicic, J, V Petrovic, & D Anicic, "Financial and marketing perspective of a company
according to the concept of strategic Balance Scorecard.". in Journal of Process
Management. New Technologies, 4, 2016, 10-16.

2Financial perspective:Financial perspective:
BALANCE SCORECARD
Donation increase:
Since profitability is not the target for the cancer charity, hence the only source of income for
the organization is donation. Therefore the organization must look to increase donation by
5% every year. This is the only way the charity can survive.
Profit increase:
In order to improve the service facilities the organization must ensure that there are sufficient
profit for them to meet all the financial expenses. If somehow no profitability is achieved
within the financial year, they must target to bring out some productive strategies.
Cost structure improvement:
Cost structure are the fixed and variable cost of the business. In order to check the increase or
decrease in total cost on percentage basis the cancer charity must also go for making cost
structure on a monthly basis. This is how the charity can go for profitability.
Use of resources:
The organization on must think of utilizing the available resources like assets and funds on
monthly basis. In order to get the current financial condition of the charity, they must
calculate return on assets and return on capital employed on a monthly basis for the patients2.
Customer perspective:
Customer complaint:
Customer complaint is the main focus of the organization. Complaints can come on a daily
basis, so it is important that the authority effective handles the complaints and provide on
2 Carr, L, & S Gratton, "Scorecard Sustainability: Discovering the Inflection Point for
Business Scorecard Termination or Major Alteration.". in Journal of Corporate Accounting
& Finance, 27, 2016, 29-41.

3Financial perspective:Financial perspective:
BALANCE SCORECARD
time solutions to the patient families. The management authority must play a proper role in
fulfilling the process properly.
Good quality service provider:
In order to improve service the organization must play a key role. They must ensure that all
the patients are getting proper treatment in that charity house. Apart from that the continuous
feedback should be taken by the organization by rating the service quality.
Access to the service:
The main area of the organization is to provide help and resources to the cancer affected
people. This is also the main source of donation. Since the success of the organization are
highly dependent on this aspect, hence the organization must conduct daily surveys to the
families of the cancer affected people.
Family satisfaction:
Family satisfaction is the crucial aspect of the charity. It is important for the organization to
look after the needs and desires of the patients as well as their families. In this case they must
arrange monthly patient and family satisfaction survey.
Improving the patient service:
In order to improve the service quality if the patient the charity can set up individualized and
customized service of the patients. Apart from that they should measure the overall efficiency
of the process by continuous evaluation of performance. This is way to make people satisfied
through services3.
Service quality increase:
3 Oghuvwu, M, & A Omoye, "Determinants of Balanced Scorecard Adoption: A Review of
Perspectives.". in British Journal of Economics, Management & Trade, 15, 2016, 1-11.

4Financial perspective:Financial perspective:
BALANCE SCORECARD
The charity must aim that providing qualityful services to customers as well as their patients
by meeting their needs and requirements in every aspect. Apart from that continuous
measurement of work is also needed4.
Learning and growth objectives:
Employee turnover reduction:
Employees are the key aspect of this cancer charity, since the employers if this charity are
the social workers, so there is no concept of wages for them. However the organization must
make sure that no workers leave the job by motivating and influencing them.
Employee satisfaction:
Employee satisfaction is the key level for the organization. For this aspect the organization
must provide good quality learning opportunities to the employees so that they can have
enough opportunities to increase their potentials. Apart from that this would reduce the
employee attrition rate and increase satisfaction5.
Employee recognition:
The charity house can also try to motivate the employees by the process of employee
recognition. Those who are giving good service to the customers must be recognized by the
trust authority. This process should be used to motivate others6.
4 Czubakowska, K, & J Habelman, "Internal Business Processes Perspective Balanced
Scorecard in Improving Business Seaport.". in Zeszyty Naukowe Uniwersytetu Szczecińskiego
Finanse Rynki Finansowe Ubezpieczenia, 2, 2016, 315-323
5 Hajduová, Z, & N Husáková, "Financial Management of Non-Profit Organization Providing
Specific Services.". in Applied Mechanics and Materials, 708, 2014, 210-215.

5Financial perspective:Financial perspective:
BALANCE SCORECARD
Employee growth and opportunities:
Employee growth and opportunities are the major plan for this charity. In order to increase
the personal growth of the employees the charity authority must do performance appraisal
individually for every employees so that they can set their limits.
Increase of employee expertise:
The overall employee expertise can be dependent upon the amount of solution and expertise
the charity persons are providing to the cancer affected people. Good quality expertise can
boost employees as well as satisfy the employees.
Internal Business Perspective
Service innovation:
The cancer charity must ensure that they are providing good quality service to the patients by
catering the needs of them. In this manner they must provide better quality facilities than the
other charitable institutes to gain more trust of the families.
People awareness:
In order to let people know about the available services of the cancer charity, the authority
must go for some promotional activities of the facilities they have for the patients to gain
attraction of more and more persons at the same time. This is how they can grow.
6 Gurd, B, & P Ifandoudas, "Moving towards agility: the contribution of a modified balanced
scorecard system.". in Measuring Business Excellence, 18, 2014, 1-13

6Financial perspective:Financial perspective:
BALANCE SCORECARD
Standard of service increase:
The focus of the authority is to provide good quality service to the patients. For this reason
the authority must ensure that they have planned for developmental programme and have
taken measures to improve service in the future7.
Compliance meet:
There are some rules and regulations set up by the authority which should be strictly
followed by the people getting service over there. In this context the authority must check the
compliance violation level on a monthly basis.
Creating safe environment of people:
The main target of the charity is to provide hassle free service to the patients and family.
Apart from that the company ensures safe environment for the employees as well as for
patients8.
7 Rodrigues Quesado, P, J Fernandes Branco, & F Rodrigues, "Proposal to Implement the
Balanced Scorecard in a Non- profit Organization.". in European Accounting and
Management Review, 4, 2017, 49-74.
8 Ilma Rahmillah, F, "MEASURING PERFORMANCE OF ENGINEERING
DEPARTMENT BY USING BALANCE SCORECARD (CASE STUDY IN PT. XYZ).".
in Teknoin, 22, 2016.

7Financial perspective:Financial perspective:
BALANCE SCORECARD
References
Anicic, J, V Petrovic, & D Anicic, "Financial and marketing perspective of a company
according to the concept of strategic Balance Scorecard.". in Journal of Process
Management. New Technologies, 4, 2016, 10-16.
Carr, L, & S Gratton, "Scorecard Sustainability: Discovering the Inflection Point for Business
Scorecard Termination or Major Alteration.". in Journal of Corporate Accounting &
Finance, 27, 2016, 29-41.
Czubakowska, K, & J Habelman, "Internal Business Processes Perspective Balanced
Scorecard in Improving Business Seaport.". in Zeszyty Naukowe Uniwersytetu Szczecińskiego
Finanse Rynki Finansowe Ubezpieczenia, 2, 2016, 315-323.
Gurd, B, & P Ifandoudas, "Moving towards agility: the contribution of a modified balanced
scorecard system.". in Measuring Business Excellence, 18, 2014, 1-13.
Hajduová, Z, & N Husáková, "Financial Management of Non-Profit Organization Providing
Specific Services.". in Applied Mechanics and Materials, 708, 2014, 210-215.
Ilma Rahmillah, F, "MEASURING PERFORMANCE OF ENGINEERING DEPARTMENT
BY USING BALANCE SCORECARD (CASE STUDY IN PT. XYZ).". in Teknoin, 22,
2016.
Oghuvwu, M, & A Omoye, "Determinants of Balanced Scorecard Adoption: A Review of
Perspectives.". in British Journal of Economics, Management & Trade, 15, 2016, 1-11.
Rodrigues Quesado, P, J Fernandes Branco, & F Rodrigues, "Proposal to Implement the
Balanced Scorecard in a Non- profit Organization.". in European Accounting and
Management Review, 4, 2017, 49-74.

8Financial perspective:Financial perspective:
BALANCE SCORECARD

9Financial perspective:Financial perspective:
BALANCE SCORECARD