Implementing a Balanced Scorecard in a Not-for-Profit Organization (Coursework Sample)

Implementing a balanced scorecard in a not-for-profit organization
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This article inspects Cattaraugus County ReHabilitation Center, a not-for-profit organization and discuss how it has the used the Balanced Scorecard in its operation. An outline is presented of the fundamental concepts of the Balanced Scorecard as well as the financial perspective, consumer perspective, internal development perspective, and growth and learning perspective. The function of the Balanced Scorecard approach to the ReHabilitation Center is argued in detail and Implications in using the Balanced Scorecard are talk about.
Cattaraugus County Rehabilitation Center had arranged an effective job of put into practice a balance scorecard approach in a fashion that reveal their organizational vision and mission.Even though the Balanced Scorecard technique has been employed in the for-profit organizations for several years I accept that Rehabilitation Center has made it effective for their organization. There was a bunch of push back from the employees who were employment at the ReHabilitation Center when it was initial introduced, (Kaplan and Norton 1992), they thought it was just an additional fly-by-night approach that would immediately fail, while the Strategic Management directer slow got the top administration to take a quicker look and to initiate helping in adopting the Balanced Scorecard method to their Center.
Since the Balanced Scorecard was not intended for the not-for-profit the Rehabilitation Center in the beginning had to put more effort to get everything functioning right and after an at the same time as they were able to get the Balanced Scorecard work for their Rehabilitation Center. The Rehabilitation Center uses four scorecard quadrants that are; Core Indicators/Measures Strategy, Perspective, Operations, The Center then subdivided them into five singular parts of the Center in Perspective, there is; financial, consumers, learning, operational, and one that isn’t clear, but appears to be customer service and consumer relations. Through the use of Balanced Scorecard Rehabilitation Center has observed great advantages from adjusting the Balanced Scorecard to the center but the utmost benefit may possibly be that of personnel contained by the center has observed how much further encompassing development that strategic planning is and not simply looking at the long-term approach. They now realize that is it essential to align everyone in the Center with the general strategic purpose. Another advantage is that the ReHabilitation Center is capable of developing metrics and connects them to the strategic approach. The ReHabilitation Center has started to focus on the significance of interrelationships amongst the perspectives in the Balanced Scorecard and has allowed employees in the Center to perceive the effects they had not conceded about in the earlier and communicate them to a successful job of applying a balanced scorecard approach in a style that reflect their organizational vision and mission (Kaplan and Norton 1993).
Regarding the customer perspective, the objective is to develop the value of life in two respects. Primarily, the Center attempts to provide consumer attainment, by eliminating the gap of unmet services; humanizing access to services by the customers maintain the families of the persons with disabilities and raising services in the ordinary environments. Next, the Center attempt to boost the quality of life of the customer by offering them maximum freedom. This is achieved by providing outlook for them to contribute in their own society; supporting them in sustaining relationships and developing; increasing individualized plans using the contribution from the customer; increasing chances for them to implement choices; and, supplying them with work opening.
In the hold up of achieving their customer and financial objectives, the Center has developed several goals in the operational perspective. For instance, in support of their customer services target, the Center has tried to improve and deepen its relationship with customers and their families by making sure that the community is aware of existing services; by making services are accessible to persons with developmental disabilities and, making sure the employees in the Center is available. Additional, the Center understands that to reach its customer goals and also to advance productivity, it must shine in its operational practice.
Consequently for the center to satisfy this strategic objective it has to increase personnel competencies; establish programs to recognize the efforts of employees; provide personal development opportunities inside the Center for workers; and, to orient, recruit, develop and, retain employees manage. The Center identifies that to achieve many of its objectives; it must as well improve its utilization of technology inside the Center by using technology to uphold onsite services and by exercising technology to widen information system (Kaplan and Norton 2001). Lastly, the Center considers that a strong culture is necessary to giving direction to its staff and forming an environment that capitalize on the contributions of its workers. As such, the ReHabilitation Center has tried to advance its culture by humanizing the strategic arrangement and communication all through the Center, and by practicing and promoting corporate values.
In put into practice the Balanced Scorecard approach, the Center has put equal importance on the financial perspective and the customer perspective. This equal focal point ...