Pages: 14
Selected Quotes:
"The initial assessment of performance measurement tools revealed that those currently being piloted for quality and impact measurement focus on external results rather than internal analysis of the organisation. However, as much of the value created by social enterprises occurs inside, many existing tools overlook this contribution. The study presented in this paper found that the original Balanced Scorecard could be adapted successfully for use with UK social enterprises. The SEBC places social goals at the top of the strategy map, aligns social and economic priorities, and organises activity around the most important driver(s) whilst also ensuring financial sustainability. In the SEBC, social goals are prioritised over financial goals; the financial perspective is amended to refer to financial sustainability, thus creating an indicator for revenue growth, cost reduction, and the costs of advocacy and stakeholder engagement; and the stakeholder perspective is widened. It was found that the SEBC has the potential to communicate performance to internal and external stakeholders and presents an opportunity to build credibility among investors, funders, customers, and stakeholders."
Selected Quotes:
"The initial assessment of performance measurement tools revealed that those currently being piloted for quality and impact measurement focus on external results rather than internal analysis of the organisation. However, as much of the value created by social enterprises occurs inside, many existing tools overlook this contribution. The study presented in this paper found that the original Balanced Scorecard could be adapted successfully for use with UK social enterprises. The SEBC places social goals at the top of the strategy map, aligns social and economic priorities, and organises activity around the most important driver(s) whilst also ensuring financial sustainability. In the SEBC, social goals are prioritised over financial goals; the financial perspective is amended to refer to financial sustainability, thus creating an indicator for revenue growth, cost reduction, and the costs of advocacy and stakeholder engagement; and the stakeholder perspective is widened. It was found that the SEBC has the potential to communicate performance to internal and external stakeholders and presents an opportunity to build credibility among investors, funders, customers, and stakeholders."
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