Balanced Scorecard in a Charity Organisation
Sey Ojo, Accountant, United Kingdom, Member
One of the indicators was the need to develop a set of KPIs for the operations in a way that is both manageable and timely. There were several complaints on the slow rate of response of one directorate to the other
; people within the same company (over 1500 staff) thought they were working in different organisations due to slow-pace of reaction and this resulted in a general lack of trust in each other. It began to affect service delivery to the service user.
Working on a BSC involved people from the different directorates sitting and working together helped to expose the key constraints and suggestions mutually agreed on how issues can be resolved.
These were tried, amended and agreed. The main objective in executing this was to satisfy the customers - both external and internal. In a charity sector, the customer perspective is ranked above financial perspective
. It requires time and must be cost-effective for it to be worth the trouble.