November 1996 (Revised April 1999)
Case
HBS Case Collection

United Way of Southeastern New England (UWSENE)

By: Robert S. Kaplan and Ellen L. Kaplan / RA

Format:Print
| Pages:18

Abstract

A regional United Way organization, a nonprofit already active in total quality management, implements a Balanced Scorecard to link its strategic planning objectives with day-to-day operations, and is able to translate its vision and strategy into objectives and measures in four perspectives: financial, customer (donor), internal processes, and learning and growth (employees and system). In addition to the Balanced Scorecard's role in setting objectives and priorities for the nonprofit's employees, the case raises the issue of whether and how the nonprofit's board should be involved with developing and using the Balanced Scorecard.

Keywords

Balanced Scorecard; Nonprofit Organizations; Governing and Advisory Boards; Strategy; United States

Citation

Kaplan, Robert S., and Ellen L. Kaplan / RA. "United Way of Southeastern New England (UWSENE)." Harvard Business School Case 197-036, November 1996. (Revised April 1999.)