This case study shows how a philanthropic non-profit organization strengthened internal coordination, transparency, and performance accountability across departments and service centers using BSC Designer.
Organization Overview
The organization runs grant-making and community development programs and manages donor service centers across multiple regions. Its internal structure includes several core functional units:
- Finance
- Human Resources
- Information Technology
- Institutional Excellence
- Strategy and Knowledge Units
- Communications and Public Engagement
- Administrative Services
In addition to its central functions, the organization operates regional donor service centers that support community needs, donor engagement, and coordination of charitable programs.
The foundation works with networks of beneficiaries and donors across all regions of Saudi Arabia and maintains working relationships throughout GCC countries.
Why Strategic Planning Was Needed to Support Growth and Consistency
As the organization expanded its grant programs and regional activities, it became increasingly important to ensure consistency in how strategic objectives were interpreted and monitored. Different units used different evaluation approaches, which made it difficult to compare performance or align improvement efforts across regions.
The organization therefore aimed to:
- Unify Strategic Direction – Ensure all operating units worked toward shared strategic priorities.
- Improve Performance Visibility – Enable clear, comparable evaluation of progress on grants, operations, and donor engagement.
- Preserve Strategic Context – Ensure that performance measures reflected the mission rather than become isolated numerical targets.
“As a nonprofit organization, managing our strategy and performance effectively is key to maximizing our impact. This is especially true for grant-making institutions like ours, where transparency and alignment with strategic goals are essential.”
How the Balanced Scorecard Was Implemented Using BSC Designer
The organization adopted BSC Designer as the shared platform for structuring strategic objectives, performance indicators, dashboards, and supporting documentation. Strategy was cascaded into scorecards aligned with functional departments and regional donor service centers. Each operational unit maintained its own scorecard aligned with the high-level strategic framework, resulting in approximately 200 scorecards throughout the institution.
Key practices included:
- Cascading Strategy into Scorecards – Consistent high-level strategy paired with local operational interpretation.
- Standardized Dashboards – Dashboards used during scheduled performance reviews ensured uniform comparison.
- Role-Based Access – About 150 users engaged with the platform; some updated goals and indicators, while others reviewed results in view-only mode.
- Flexible Reporting Views – Users could switch between reporting cycles, most commonly quarterly and half-year views, depending on review timing.
- Unified Documentation – Supporting documents and methodological guidelines were stored within scorecards and used as evidence when updating KPIs.
- Custom Scoring Scales – A qualitative scale (bad / average / good / excellent) was used where numeric measures were not appropriate.
“BSC Designer helped us structure our strategy, define clear objectives, and assign responsibilities across teams. The platform is intuitive, user-friendly, and flexible — even our non-technical staff were able to use it confidently.”
Ensuring Alignment with RBM (Results-Based Management) Requirements
Some of the organization’s external partners were United Nations agencies and other institutions that use the Results-Based Management (RBM) framework. It was therefore important that the internal scorecards be compatible with RBM terminology and logic models, especially when presenting strategy and progress externally.
Using cascading functions in BSC Designer, the organization maintained compatibility between:
- Internal Strategy Scorecards – Used for planning and execution.
- RBM-Aligned Reporting Structures – Used for coordination with external partners.
This allowed the organization to communicate outcomes and progress in formats familiar to RBM stakeholders, without duplicating data management effort.
KPIs Used to Track Strategic Progress
KPIs were used to quantify specific strategic objectives. Scorecards and objectives structured the strategic logic, while KPIs measured progress toward those goals. Relevant KPIs included:
- Grant Utilization and Timeliness Efficiency
- Donor and Beneficiary Satisfaction Scores
- Employee Development and Training Participation
- Digital Service Adoption Rates
- Governance and Quality Improvement Metrics
Indicators were updated periodically, and supporting evidence was documented directly in the platform. For certain key indicators, an evidence framework was defined specifying the documents required for verification. This simplified internal validation and helped stakeholders confirm the accuracy of reported results.
Impact of the Strategic Alignment and Performance Framework
The implementation led to clearer and more consistent execution practices across the organization:
- Clearer Objective Alignment
- More Consistent Reporting Processes
- Better Knowledge and Documentation Retention
- Higher Engagement Across Departments and Regions
- Improved Ability to Present Strategy and Results to Donors and External Stakeholders
“We especially appreciate the ability to decentralize data entry while maintaining control and oversight, which improved engagement across departments.”
The organization now operates with a shared performance framework that supports continuous learning, transparency, and mission-aligned decision-making.
How To Align Strategy Across a Non-Profit Organization?
Effective alignment ensures that central functions and regional centers interpret and apply strategic priorities consistently.
- Establish Clear Shared Objectives – Define mission-linked goals that guide all units without prescribing identical actions.
- Use Cascaded Scorecards – Allow each department or region to translate these objectives into its own activities and indicators.
- Standardize Review and Evidence Practices – Apply consistent dashboards, scoring methods, and documentation rules for accountability.
- Apply BSC Designer as the Coordination Platform – Support distributed data entry and centralized oversight, while keeping strategic context intact.
Other Non-Profit Sector Case Studies
Organizations in the non-profit and social impact sector often face similar challenges around transparency, alignment, and multi-stakeholder reporting. Here are additional cases illustrating how Balanced Scorecard and strategic alignment tools support mission-driven performance:
These cases, alongside the example highlighted in this study, show how structured performance systems can support mission clarity, stakeholder confidence, and measurable social impact in the non-profit sector.
BSC Designer is strategy execution software that enhances strategy formulation and execution through KPIs, strategy maps, and dashboards. Our proprietary strategy implementation system guides companies in practical application of strategic planning.