Balanced Scorecard

BUSINESS MODEL ORGANISATIONAL DEVELOPMENT

LATER LATER
• Established position as community anchor organisation, supporting local enterprise growth • Periodic re-evaluation of organisational structures
and regeneration within local communities of deprivation • Potential for buying more buildings
• At least three SOON SOON • Potential for
major projects / • Rental accounts for 80% of income • Establish dedicated centre management team setting up new
businesses • Leasehold for business centre building acquired • Appoint centre manager plus 3 part time staff companies for
being managed • Business centre self managing • Full set of operating procedures and policies income generation
by their own as subsidiaries or
• New initiatives being planned and managed by board • Review governance processes and redefine role of management
departmental joint ventures
management • No longer dependent on grant funding. Sustainable board members • Investigate
structures. • Recognised as key organisation in community growth and • Investigate tenant membership scheme
strategic
• Rental / hire regeneration partnerships with
income accounts • New 3-5 year Business Now Now • PQASSO and IIP other regeneration
for 65% of Plan written • Delivering support services under • Management board (6 volunteers) systems in place and third sector
income contract. established. Role clearly defined. • Systematic staff organisations
• 25% of income • Asset transferred via peppercorn • Operational team (4 volunteers) development
from services lease for 25 years manage day to day operations • Management
contracted to Committee & Staff
• Grant funding pays for additional • Memorandum and Articles agreed.
local authority Team training
and private
community and regeneration • Financial and governance systems
services. established
sector
organisations. • Unsustainable

• Annual turnover • Turnover £200K • Turnover £40K • Catchment area – Town + 3 adjacent • Centre being used • Additional
£350K • Annual surplus £40K • Advertising income £5K villages. 3 mile radius. 20,000 people. by neighbourhood buildings
• Annual surplus • Sinking fund for building • Minimal margin • 4 community groups established and community groups providing wider
£80K repairs established • £340K funding in place for supported. • 4 further community regeneration
• Departmental • Working capital & completion of centre development • Free support being provided to small groups supported support for
budget enterprises. • £70,000 additional community.
reserves increased • Adequate working capital and
management • Expenditure control • 24 new businesses created grant funding • £100k additional
reserves established from grant
• Funding raised systems well sources and previous projects • New social enterprise formed brought in for local grant funding
from community projects brought in for
established • £50,000 grant funding brought in for
share issue • Range of skills regeneration
• Credit lines established local projects
• Capital asset training courses projects
for future acquisitions • Support for specialist school
base now three introduced • Catchment
• Investigating community
times initial level Now Now extended to 8 mile
share issue
• Loan capital radius.
• Improved cashflow: credit control, contract conditions • 50 new jobs created in 3 years • 80 jobs created in
approx 50% of
asset value. • Identified further assets for transfer • Enterprise partnership with community school established 5 years
SOON SOON
• Triple bottom line accounting fully established
LAT LATER

FINANCIAL RETURN SOCIAL RETURN