Otago Museum Bsc Analysis

In this letter I present the most recent analysis and design of the Comprehensive Balance Scorecard (BSC) for a non-profit, award-winning, and highly progressive with an outstanding broad-based collection, Otago Museum. The Balanced Scorecard (BSC) is an example of a performance measurement system. The newly created performance measurement system incorporates four different dimensions, such as Financial, Community / Customer Perspective, Internal Business, and Learning / Innovation and Growth, in an effort to achieve goal congruence within an organization. Financial area is concerned with how well a company is using its resources. Also, it shows if an organization can further expand and operate its desired programs. Community / Customer Perspective dimension illustrates museum’s engagement in the community perspective, customer satisfaction and value creation. Internal Business Process shows the effectiveness of the key procedures that create value to the business. By creating positive and dynamic organizational culture, would lead to a better Learning / Innovation and Growth of the organization. Every measurement on a balance scorecard addresses an aspect of a company’s strategy.

FINANCIAL

Goals: To increase our resources and use them wisely and To build and contribute to productive partnerships and strategic alliances.

Strategy: Sound financial situation is an essential part of the business success. Capital is required to support the ongoing programs at the museum and continue its operations. Based on the statement of financial performance (under Public), museum’s revenue generated from tourism and facilities, café, and gift shop operations in 2009, have exceeded our budgeted amount. Implementation of efficient operations at the café, gift shop, and tourism facilities, would increase our profits and lower resource usage. Therefore, we should continue our focus on these main operations. By continuing raising funds through sponsorship and donations can