DW4 Mod Codes And Module Docs

Dw4mod Codesempty 4 Module Html Docsmodulesmodule1mod1slphtmlmo

The purpose of the Session Long Project is to explore the applicability of the Balanced Scorecard approach to an organization or organizational unit with which you are familiar. You will create a background overview from four perspectives—financial, customer, internal processes, and learning and growth—and relate these to the organization's strategy. You will identify objectives, measures, targets, and actions to improve the organization's performance, focusing specifically on the financial perspective in this assignment.

For this course, the project involves selecting an organization to analyze, considering the relevant data available on its financial performance, human resources, marketing, information systems, and operations. The analysis includes understanding its mission and strategy, then developing objectives and performance measures related to its financial health. You will also determine expected performance targets and propose new initiatives to support strategic improvement in this area.

You are required to produce a 2-3 page report that includes:

• The name of your organization
• A description of what the organization does, including its mission, vision, and overall strategy
• The type of access you have to organizational information—including financial, staffing, operations, marketing, and strategy data
• Identification of at least three objectives aimed at enhancing the organization’s financial position
• For each objective, a corresponding meaningful performance measure (metric)
• Targets for each measure, specifying the expected level of performance
• Actions or programs necessary to implement each objective effectively

The assignment requires you to analyze and relate the financial objectives to the organization's overall mission, vision, and strategic goals, demonstrating how specific measures and initiatives support strategic success.

Paper For Above instruction

In this analysis, I have selected a mid-sized nonprofit organization dedicated to community health improvement. The organization’s mission is to promote health equity by providing accessible health services, educational programs, and preventative care to underserved populations. Its vision is a community where health disparities are eliminated, and everyone has the opportunity to achieve optimal health outcomes. The organization’s overall strategy focuses on expanding service accessibility, increasing community engagement, and strengthening partnerships with local health agencies.

Access to organizational data is adequate through publicly available reports, annual reviews, and internal communications obtained via volunteer or informal connections. This includes financial statements, staffing rosters, program reports, and strategic planning documents. Although proprietary or detailed internal data are limited, sufficient information exists to analyze financial health and develop strategic objectives related to financial performance.

From the financial perspective, three primary objectives are identified:

1. Increase revenue through diversified funding sources. Current funding is primarily grant-based, which is uncertain and limited. Diversifying income streams by developing corporate partnerships, community fundraising campaigns, and expanding service-paid options can stabilize and grow financial resources.
2. Reduce operational costs while maintaining service quality. Identifying efficiencies in staffing, supply chain management, and facility use can improve financial sustainability. Implementing cost-control measures aligned with mission priorities will bolster the financial position.
3. Improve financial management and reporting systems. Upgrading financial software and staff training will ensure timely, accurate financial data for decision-making, thereby enhancing strategic financial planning.

For each of these objectives, relevant performance measures include:

• Revenue growth rate (% increase in total funds collected annually) with a target of increasing total revenue by 15% over the next fiscal year.
• Operational cost ratio (total operational expenses divided by total revenue) aiming to reduce expenses by at least 10%, achieving a ratio below 85%.
• Timeliness and accuracy of financial reports (percentage of reports completed within deadlines with minimal errors), targeting 100% on-time completion with zero errors after system upgrades and staff training.

To support these objectives, several initiatives are proposed:

• Establish corporate sponsorship and partnership programs. This involves outreach to local businesses to secure sponsorship deals and collaborate on health initiatives, diversifying income sources.
• Implement a lean management approach. Conduct operational audits to identify cost-saving opportunities, streamline workflows, and reduce unnecessary expenditures.
• Upgrade financial systems and train staff. Invest in integrated financial management software and provide comprehensive staff training sessions to improve reporting timeliness and accuracy.

By setting these clear objectives, measures, targets, and actions, the organization can strategically enhance its financial health while aligning with its broader mission and vision of health equity. This approach ensures that financial improvements directly support sustainable service delivery and community impact.

References

• Kaplan, R. S., & Norton, D. P. (1992). The Balanced Scorecard—Measures that Drive Performance. Harvard Business Review, 70(1), 71-79.
• Neely, A., Gregory, M., & Platts, K. (1995). Performance measurement system design: A literature review and research agenda. International journal of operations & production management, 15(4), 38-56.
• Rouse, M. J., & Daellenbach, U. (1999). Balanced scorecard implementation for nonprofit organizations. Nonprofit Management & Leadership, 9(4), 403-418.
• Kaplan, R. S., & Norton, D. P. (2001). The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Harvard Business School Press.
• Huang, H. (2017). Strategic management for nonprofit organizations: Theory and practice. Routledge.
• Anthony, R. N., & Govindarajan, V. (2007). Management Control Systems. McGraw-Hill Education.
• Bossert, T. J. (1998). Analyzing the decentralization of health systems. Health Policy and Planning, 13(2), 135-151.
• Kaplan, R. S., & Norton, D. P. (1996). Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review, 74(1), 75-85.
• Balduck, A. L., & Buelens, M. (2018). Nonprofit organizations and strategic management: A review. Nonprofit and Voluntary Sector Quarterly, 47(3), 600-617.
• Yildiz, D. (2014). Financial management in nonprofit organizations: An integrated approach. Journal of Nonprofit & Public Sector Marketing, 26(4), 319-337.