Strategic Analysis and Balanced Scorecard for World Vision Australia

This report presents a strategic management accounting analysis of World Vision Australia, a community development organization. The analysis focuses on the organization's performance and initiatives to achieve its goal of serving 100 million children worldwide. The report utilizes the balanced scorecard and strategy map as strategic management tools to evaluate the organization's performance across various perspectives, including financial growth, beneficiary impact, internal processes, and learning and growth. It examines the long-term goals, stakeholders, and key performance indicators (KPIs) to assess the organization's progress. The report highlights the interrelationships between the chosen perspectives and identifies issues to be addressed for effective implementation of the balanced scorecard. The analysis provides insights into improving resource allocation, employee engagement, and supporter engagement to enhance the organization's overall operational efficiency and achieve its mission.

Strategic Management Accounting
Executive Summary:
The organization World Vision Australia is a community development organization that work
with different communities and geographical areas to help individuals and groups of the
community to improve the welfare of the poor children so that they can get an opportunity
to live a decent life that will fulfil their basic minimum requirements(food & clothing,
shelter, safety, education & an overall healthy leaving environment).In this report an analysis
has been done regarding the current performance of the organization and what are the steps
and initiatives are to be taken by the organization to fulfil the target of serving 100 million
children across the word in near future. In order to do the analysis the strategy management
tool of balanced scorecard and strategy map has been utilized. The application of these tools
will identify the major perspectives or objectives that the organization has to peruse to
enhance the overall operational efficiency of the organization.

Table of Contents
Executive Summary:..................................................................................................................1
Introduction:...............................................................................................................................3
Body:..........................................................................................................................................3
Long-term goals of the World Vision Australia....................................................................3
Stakeholders or clients for the World Vision Australia.........................................................3
Perspective to be focused with respect to the operation of the organization.........................4
Balanced Scorecard with respect to the chosen objective:.....................................................5
Strategy –Map describing the relationship between the chosen perspectives........................7
Issues to be addressed with respect to the implementation of the balanced scorecard in
World Vision Australia..........................................................................................................8
Conclusion:................................................................................................................................8
References:.................................................................................................................................9

Introduction:
World Vision is an organization that operates worldwide to deliver support for the betterment
and the development of the communities across the world and World Vision Australia is a
branch of this organization that is incorporated in Australia. The mission of this organization
is to help the poor children to get decent life along with the earnest cooperation of the
supporters as well as employees of the organization(worldvision.com, 2017).
Body:
Long-term goals of the World Vision Australia
 The long term goals of the organization are as follows:
 Contribution to the sustained well being of around 100 million children
 To engage around 1 million supports with the organization that will strengthen the
operation of the organization
 To strengthen the resource base
 To enhance the rate of employee retention as well as degree of employee engagement
with the organization(worldvision.com, 2017)
Stakeholders or clients for the World Vision Australia
The stakeholders of the organization are the supporters and the clients of the organization are
those who receive welfare service of the organization. In other word the stakeholders of the
company are the individuals or groups who could be affected by the o operations of the
organization(Worldvision.com.au, 2008).The individuals or the groups who could by their
own actions affect the operations of the organization are also considered as the stakeholders
of the company. Each of the group of stakeholders deliver invaluable contribution to the
sustainability of the operations through their interaction with the organization .In brief the
range of stakeholders of the organization includes the donors, supporters, partners, suppliers,
staff, volunteers, the community at large, target communities and government. Each of these
stakeholders add value to the issue of sustainability in their own unique was. For example,
the donors are having stake in the company as they are contributing the fund to the
organization with a trust that it will be used for improving the wellbeing of a poor child.

Supporters, suppliers and volunteers are also having stake to the organization as they are
putting their effort in free of cost for the organization with the perception that the
organization will be able to do good for the poor children(worldvision.com, 2017).
Perspective to be focused with respect to the operation of the organization
The following perspective is to be focused and perused by the organization to add efficiency
to the overall operation of the organization.
Under the “Financial Growth Perspective” the organization has to take every other initiative
to enhance the resource base or the overall revenue earning capacity of the organization
Under the “Beneficiary Perspective” the organization has to decide that how much cost they
have to incur for building a strong network of employees and supporters who will gather fund
and distribute fund among the different wellbeing programs in a most efficient manner so that
maximum possible needy children can be served (Chia et al.,2009).
“Internal Process Perspective” requires that how employees can be motivated so that they
can gather maximum monetary and non-monetary resources. Besides training will also be
given to the employees so that they can reduce the overhead operation al cost and can make
the most efficient distribution of resources among the different welfare program(Kaplan,
2009).
Focus should also be given to the “Learning & Growth Perspective” in order to take
meaningful initiative so that the employees can get the scope of growing and learning and
also get suitable additional benefit for their work. All that will enhance the employee
engagement as well as employee retention with the organization.
Besides better supporting experience has to be delivered to the supporters through the
different touch points of website, call centre and retail outlets to increase the degree of
engagement with the organization(Worldvision.com.au, 2008).

Balanced Scorecard with respect to the chosen objective:
The balanced scorecard (BSC) is a strategy performance management tool which translates
strategic goals of the organization into a set of performance objectives. Once the objectives
(perspectives) are identified then they are measured, monitored and altered if needed to
ensure that the organization can certainly meet strategic goals that are already set by the
organization. In this report the balance score card has been prepared in order to compare the
actual performance with the targeted performance that is required to fulfil the targets set by
the organization by 2021 with respect to the following perspectives(Niven,2011).
 Financial Growth Perspective
 Beneficiary Perspective
 Internal Process Perspective
 Learning & Growth Perspective
Years of comparison
2016 2015
Target(As per
2021)
Actua
l
Grow
th rate
score
requir
ed
Target
Growt
h rate
score
Actions to be
taken
Financial Growth
perspective
million million million
Total revenue 435 424 1000 3% 130%
Measures to be
taken for
enhancing the
collection of
income from
the non-
monetary
sources
Beneficiary Perspective million
contribution to well being
of children 76.7 65.5 100 17% 30%
Stronger
network
building
initiative is
needed to
reach to the
poverty
stricken needy
children of
different
Geographical
region
Internal Process
Perspective
Growth of cash income 314.4 335.2 -6%

Growth of non-monetary
income 120.7 89.2 35%
Resource Utilization with
respect to overhead 79.6 91.6 100 -13% 26%
A little more
efficiency is
needed for
fund
disbursement
Fund disbursement with
respect to program 350.2 351.5 1000 0% 186%
A huge amount
of resources
are to be
gathered And
channelized for
fulfilling the
target fund
disbursement
with respect to
firms
Learnning & Growth
Perspective
Total Employee 652 524 2000 24% 207%
Proper
training ,
opportunity
and benefits to
be offered for
enhancing the
employee
retention
Staff turn over
15.90
%
18.70
%
Supporters
4,50,0
00
4,00,0
00 10,00,000 13% 122%
Initiatives to be
taken for
improving
supporter
experiences
through all the
touch points of
the
organization
such as
website, call
centre and
retail retails.
Measures
should be taken
to improve
to improve the
types of
content to be
provide to
the supporters
so that they can
attract more
new supporters
(worldvision.co
m, 2017)

Enhancing the resource Base
Improving the fund collection from non monetary sourcesImproving the collection of cash resourcesEfficiency to be added to the disbursement of fund with respect to overhead & child welfare program
Improve the employee satisfaction & retention rateEnhancing the supporter engagement rate
Enhancing to the contribution to the wellbeing of the children
Strategy –Map describing the relationship between the chosen perspectives
Financial
Growth
perspective
Beneficiary
Perspective
Internal
Process
Perspective
Learning &
Growth
Perspective
A strategy map is the diagrammatic representation of the interrelationship of the perspective
or the objectives which an organization has to peruse to fulfil the strategic goals of the
organization. The above strategy map describes that the organization World Vision Australia
should strengthen the perspectives of employee satisfaction and the retention rate of the
employees to enhance the collection of cash fund and to add efficiency to disbursement of
funds with respect to the child welfare programs (Banker et al.,2011). The objectives of
internal process are to be improved to strengthen the resource base of the organization which

in turn will help the organization to serve a larger number of children to improve their
standard of living.