Strategy Scorecards in Nonprofit, Government, and Health Care Organizations

This book chapter from the creators of the Balanced Scorecard is written for and about nonprofit organizations. It provides case studies of how three nonprofits: New Profit, Inc. and two hospitals have applied the Balanced Scorecard. It describes how these nonprofits have modified the Balanced Scorecard model to suit sector-specific needs. For example, “customers” (aka, the nonprofit’s target constituents/program participants) are elevated to the primary position, and the “financial” piece involves donors. It effectively shows how actual nonprofits have adapted the model. It is useful for organization leaders who are considering using the Balanced Scorecard as a tool to measure and improve strategy implementation.

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