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Triple-bottom-line (3BL) accounting is gaining traction in the business sector as stakeholders demand a broader sense of accountability from our corporate citizens. With Non-Profit Organizations (NPOs) being held more accountable than ever, a similar trend can be observed in the non-profit sector.
Many non-profits have a mission to do good for society by serving a particular community, be it in the arts, social services, healthcare, education or recreation. Their basic mandate is to work for the good of the communities they serve.
Since the major reductions in funding the sector on the part of government in the 1990s, government, donors, the general public, and other stakeholder groups of NPOs have started to demand increasing transparency and evidence of effectiveness and efficiency in the way the nonprofits are run and their budgets are expended.
NPOs have applied a variety of measures for this purpose which range from improved governance to a more strategic orientation in management practices and various forms of reporting including public disclosure.
Reporting practices still focus on the financial aspects of nonprofit management, but increasingly the environmental and social dimensions are being scrutinized and even quantified for measurement and management purposes. The old business axiom that “what gets measured gets managed” applies as much to the voluntary sector.
Using The Land Conservancy (TLC), Victoria, B.C., as an example this posting explores whether, and how, such measurement tools might be used to the benefit of the organization and its constituents.
The above is an introduction to a paper written by Stephan Burckhardt for “Leading and Managing in the Non-Profit Sector” at the University of Victoria. Download the full paper here.
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3BL Social Benchmarking
Social Performance in the Non-Profit Sector:
Triple-bottom-line (3BL) accounting is gaining traction in the business sector as stakeholders demand a broader sense of accountability from our corporate citizens. With Non-Profit Organizations (NPOs) being held more accountable than ever, a similar trend can be observed in the non-profit sector.
Many non-profits have a mission to do good for society by serving a particular community, be it in the arts, social services, healthcare, education or recreation. Their basic mandate is to work for the good of the communities they serve.
Since the major reductions in funding the sector on the part of government in the 1990s, government, donors, the general public, and other stakeholder groups of NPOs have started to demand increasing transparency and evidence of effectiveness and efficiency in the way the nonprofits are run and their budgets are expended.
NPOs have applied a variety of measures for this purpose which range from improved governance to a more strategic orientation in management practices and various forms of reporting including public disclosure.
Reporting practices still focus on the financial aspects of nonprofit management, but increasingly the environmental and social dimensions are being scrutinized and even quantified for measurement and management purposes. The old business axiom that “what gets measured gets managed” applies as much to the voluntary sector.
Using The Land Conservancy (TLC), Victoria, B.C., as an example this posting explores whether, and how, such measurement tools might be used to the benefit of the organization and its constituents.
The above is an introduction to a paper written by Stephan Burckhardt for “Leading and Managing in the Non-Profit Sector” at the University of Victoria. Download the full paper here.