In researching approaches to strategic measurement and measurement tools used at an organizational level,
a common denominator we found was the use of some form of a Balanced Scorecard.
The Balanced Scorecard is a strategic planning and management system which was researched and developed for the private sector by Robert S. Kaplan and David P. Norton in 1992, at the Harvard Business School. The Balanced Scorecard provided a means to assess the strength of a business by measuring additional indicators
to balance the financial ones, permitting decisions to be made on a more balanced perspective of current factors.
The original Balanced Scorecard includes the following attributes:
A mixture of financial and non-financial measures
A limited number of measures
Four perspectives or dimensions: customer, internal business processes, learning and growth, and financial performance
Specific strategic goals with leading (future) and lagging (past) indicators
Both nonprofit organizations and institutions have adopted the Balanced Scorecard. As large organizations developed over-arching corporate scorecards, a natural evolution occurred whereby departments within an institution also began developing their own scorecards. An example is the Human Resources Scorecard.
Our team set about to identify the common elements in volunteer management across a wide range of organizations and to adapt the model to make it meaningful to the volunteer sector as a whole. The result
was the VRBSc.
The goal of the Volunteer Resources Balanced Scorecard (VRBSc) is to provide a more effective means of measuring the outcomes and impact of volunteer engagement and how they align with the vision, mission, and strategic plan of an organization. An additional benefit of using the VRBSc is that it supports strategic planning for future engagement of volunteers in your organization, as well as a process for measuring whether or not you are achieving what you set out to do.