Strategic Analysis and Strategy Formulation Using Balanced Scorecards in the Nonprofit Sector

With rapidly changing environments and the continuously rising expectations of stakeholders, nonprofit organizations must develop a clear vision, mission, and strategic objectives to establish well-defined priorities and focus their resources on achieving strategic goals. This program provides the essential knowledge and skills needed to use a range of effective tools that enable nonprofit organizations to conduct strategic analysis, formulate effective strategies, and translate them into actionable operational plans using the Balanced Scorecard (BSC) methodology.

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  • Program Objectives

  • Upon completing the program, participants will be able to:

    • Identify different types of strategic risks. 
    • Define the components of the risk management process. 
    • Distinguish between various risk management approaches. 
    • Understand the concept of peripheral vision and how to establish systems for detecting weak signals that could impact the organization’s future. 
    • Recognize the main components of the COSO II model for enterprise risk management. 
    • Identify the key components of the RIMS model for assessing risk management maturity.
  • Target Audience
  • Senior management leaders. 
  • Members of vision realization offices. 
  • Members of strategic planning departments. 
  • Performance ambassadors. 
  • Members of performance management departments. 
  • Project managers. 
  • Internal audit department staff. 
  • Individuals interested in preparing performance reports. 
  • Members of organizational development and quality departments.
  • Certificate Sample
  • Sample Training Materials
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  • Introductory Video
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Training Program Content

Intellectual Property Rights

Why Strategic Planning is Needed

  • Why Strategic Planning is Needed

Fundamental Concepts in Strategic Planning

  • Fundamental Concepts in Strategic Planning

Methodology for Developing and Implementing Strategic Plans

  • Introduction to the Methodology for Developing and Implementing Strategic Plans
  • Palladium Methodology for Successful Strategy Execution
  • Methodology of the National Center for Performance Measurement (ADAA)
  • Models for Strategic Planning Methodologies in Nonprofit Organizations
  • Global Performance Management Academy Methodology for Developing and Implementing Strategic Plans

Assessing Organizational Maturity in Strategic Planning and Performance Management

  • Assessing Organizational Maturity in Strategic Planning and Performance Management

Engaging Employees in the Strategic Analysis Phase

  • Introduction to Engaging Employees in the Strategic Analysis Phase
  • Questions for Engaging Employees in the Strategic Analysis Phase

Aligning Organizational Strategy with National Vision and International Programs

  • Aligning Organizational Strategy with National Vision and International Programs
  • Aligning the Strategy of a Family Development Association with National Vision and Programs
  • Aligning the Strategy of Gheras Child Development Association with National Vision and Programs
  • Aligning the Strategy of Abdullah Al-Rajhi Charitable Foundation with UN Sustainable Development Goals

Identifying Beneficiaries and Their Value Added

  • Introduction to Identifying Beneficiaries and Their Value Added
  • Needs Heatmap for the Nonprofit Sector: Case Study of the Guests of Rahman Program
  • Needs Heatmap for the Nonprofit Sector: Case Study of Family Development Sector Needs
  • Identifying Beneficiaries and Their Value Added (15 Practical Examples: 3 Foundations and 12 Associations)
  • Identifying Beneficiaries and Their Value Added: Case Study of a Family Development Association
  • Service Innovation to Meet Target Beneficiaries’ Needs: Case Study of Al-Rajhi Endowment
  • Survey of Nonprofit Sector Entities (Supply Study)

Benchmarking

  • Benchmarking: Case Study of the Eastern Region Charitable Association for Orphan Care

Purpose, Vision, Mission, and Values

  • Purpose, Vision, Mission, and Values
  • Why Purpose, Vision, and Mission Are Needed
  • Formulating the Vision
  • Formulating the Mission
  • Examples of Vision and Mission for Family Development Associations
  • Examples of Vision and Mission for Housing Associations
  • Exercises for Analyzing Vision and Mission of Nonprofit Associations
  • Examples of Vision and Mission for Nonprofit Foundations
  • Organizational Values for Nonprofit Associations
  • Organizational Values for Nonprofit Foundations
  • Defining Values and Identifying Their Behavioral Indicators
  • Formulating the Purpose
  • Exercise for Developing Purpose, Vision, and Mission

Stakeholder Analysis

  • Charitable Work Ecosystem
  • Stakeholder Analysis
  • Examples of Stakeholder Analysis for Nonprofit Organizations
  • Practical Case Study: Stakeholder Analysis for a Family Development Association
  • Measuring Stakeholder Satisfaction
  • Stakeholder Analysis Exercise

SWOT Analysis

  • Introduction to SWOT Analysis
  • Challenges in Using SWOT Analysis
  • Methodology for Conducting SWOT Analysis
  • Introduction to Analyzing SWOT Results
  • Analysis 1: Univariate Analysis – Practical Case Study for a Family Development Association
  • Analysis 2: Prioritization-Based SWOT Analysis
  • Analysis 3: Cause-and-Effect Relationships Among SWOT Elements
  • Analysis 4: Analysis Based on the Four Perspectives of the Balanced Scorecard
  • Analysis 5: TOWS Approach
  • Analysis 6: Four Strategic Positions and Strategic Options
  • Analysis 7: Converting Threats into Opportunities

Building Business Models for Nonprofit Organizations

  • Concept of Building Business Models for Nonprofit Organizations
  • Building Business Models: Case Study of Umm Al-Qura Women’s Charitable Association
  • Building Business Models: Case Study of a Nonprofit Housing Association
  • Innovation in Business Models for Nonprofit Organizations
  • References for Building Business Models for Nonprofit Organizations

Strategic Change Agenda

  • Introduction to the Strategic Change Agenda
  • Strategic Change Agenda: Case Study of Canadian Blood Services
  • Strategic Change Agenda: Case Study of the U.S. Federal Bureau of Investigation
  • Strategic Options for Nonprofit Associations and Foundations
  • Strategic Option for Nonprofit Foundations
  • Strategic Options for Nonprofit Foundations: Practical Exercises

Strategic Maps

  • Introduction to Balanced Scorecards
  • Simplified General Concept of Balanced Scorecards
  • Benefits of Applying the Balanced Scorecard Methodology
  • Strategy Maps
  • Components of Strategy Maps
  • Strategy Map for an Apple Farm
  • Balancing Strategic Objectives
  • Strategy Map Examples for Nonprofit Foundations (Abdullah Al-Rajhi Charitable Foundation)
  • Strategy Map Examples for Charitable Associations (Part 1 of 4)
  • Strategy Map Examples for Charitable Associations (Part 2 of 4)
  • Strategy Map Examples for Charitable Associations (Part 3 of 4)
  • Strategy Map Examples for Charitable Associations (Part 4 of 4)
  • Model Strategy Map for a Charitable Association
  • Analysis of the Strategy Map for Al-Mawadda Association
  • Model Strategy Map for a Family Development Association
  • Model Strategy Map for a Charitable Endowment

Critical Success Factors and Competitive Advantages

  • Critical Success Factors and Competitive Advantages

Performance Indicators and Strategic Initiatives

  • Performance Indicators and Strategic Initiatives: Case Study of a Quran Memorization Association

Certification Exam

  • Strategic Analysis and Strategy Formulation Using Balanced Scorecards in the Nonprofit Sector Program Exam

About the Author

Dr. Mohammed Mustafa Mahmoud (Dr. 3M) 

  • Director of Professional Certification Programs, Global Performance Management Academy, Toronto, Canada. 
  • Holds a PhD in Business Administration (Decision-Making Science) and three Master’s degrees (Management, Civil Engineering, Regional Planning) from the University of Pennsylvania, Philadelphia, USA. 
  • 46 years of professional experience: 
    • 20 years as a university professor in the USA, Egypt, Kuwait, and Canada. 
    • 26 years in strategic planning, performance measurement, and leadership development.
  • Served as a consultant to the Ministers of Labor, Health, and Economy and Planning in Saudi Arabia. 
  • Contributed to developing performance indicators for Saudi Vision 2030 and created a methodology for measuring organizational maturity in performance management for public entities. 
  • Supervised and reviewed hundreds of strategic plans, performance indicators, and performance reports. 
  • Served as Strategy Management Director for 5 years at the Jeddah Governorate Municipality. 
  • Contributed to developing performance indicators for the Guests of Rahman Program and the National Industrial Development and Logistics Program. 
  • Designed hundreds of Balanced Scorecards for government bodies, private organizations, charities, and universities. 
  • Developed a methodology for measuring and improving board effectiveness, applied in various private and nonprofit organizations. 
  • Contributed to establishing academies such as Savola Academy, Panda Academy, and the Knowledge City Institute for Leadership and Entrepreneurship.

Program Statistics

  • 12 Training Programs 
  • +34 Registered Trainees 
  • Not Enrolled 
  • Program Cost: $486.00 USD 
  • Program Content: 81 Lessons 
  • Certification Exam for Program Completion 
  • Training Program Certificate
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