Now, In order to apply this concept to a generic nonprofit, I had to adjust the four questions to better reflect the needs and language of a program/service-centered organization. Specifically, the questions collectively assess whether the organization is meeting its mission:
- Constituent Perspective: How do constituents see us?
- Constituents are essentially our ‘customers’ but we do not necessarily see them this way. This is because constituents are not necessarily buying our product/service, though they may be using them.
- Internal Business Perspective: What must we excel at?
- I see this being program/service related. What differentiates our organization from another?
- Innovation and learning perspective: Can we continue to improve and create value?
- Innovation may be staying relevant to constituents. Nonprofits are only viable if the public thinks they are valuable to their community. Therefore, Nonprofits have to continually demonstrate their value to the public.
- Financial perspective: How do we look to our board and funding streams?
- The board has financial oversight of the organization and so nonprofits should be measuring and tracking certain financial indicators that reflect meeting the mission.
This adaptation will probably not be popular in organizations whose employees are already tired and overworked. However, the benefits of tracking may lead to greater efficiencies later. Therefore, it will take organizational buy-in from the top and key employees on every level. All departments need to be held accountable for the scorecard to work and be effective. A key time to implement a scorecard is at the conclusion of a new strategic planning phase.