Balanced Scorecard Non Profit
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Balanced Scorecard Non Profit document sample
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BEE RATING AGENCY DOCUMENTS Page 1 of 2
THE BALANCED SCORECARD
Indicator Bonus preferential Weighting
Core components BEE Elements Code Ref Weighting Indicators Targets
Weighting provision
Ownership BEE 100 20% Unrestricted voting rights in the Enterprise in the 3% 25% + 1 Introduction of new entrants and
hands of black people vote BEE ownership in excess of
Unrestricted voting rights in the Enterprise in the 2% 10% target.
hands of black women
Economic interest in the Enterprise to which black 4% 25%
people are entitled.
Economic interest in the Enterprise to which black 2% 10%
women are entitled.
DIRECT EMPOWERMENT Economic interest in the Enterprise to which black 1% 2.5%
designated groups is entitled.
Level of unrestricted entitlement of black people to 8% 25%
receive their economic interest in the Enterprise (as
percentage of total ownership)
Management BEE 200 10% Weighted management representation scorecard (See 10% 40% Women management, different
BEE 200) management positions weighted
according to seniority and
executive involvement.
Indicator Bonus preferential Weighting
Core components BEE Elements Code Ref Weighting Indicators Targets
Weighting provision
Employment BEE 300 10% Weighted employment equity scorecard 10% 50% Women representation.
equity (See BEE 300)
Skills BEE 400 20% Investment in skills development (in addition to skills 15% 3% Fast track programs for black
HUMAN RESOURCE
development development levy) as a percentage of payroll employees and management.
DEVELOPMENT
Learnerships: learnership positions (as a percentage 5% 3% Provision of skills development
of employees) programs and learnership in
priority skill areas.
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BEE RATING AGENCY DOCUMENTS Page 2 of 2
Indicator Bonus preferential Weighting
Core components BEE Elements Code Ref Weighting Indicators Targets
Weighting provision
Preferential BEE 500 20% Affirmative procurement from excellent BEE 18% 50% Procurement from excellent
procurement contributors (BEE percentage score as per contributors (recognised at
scorecard, between 80 and 100 points) R1.25 for every R1 of spend).
Affirmative procurement from good BEE Procurement from good
contributors (BEE percentage score as per contributors (recognised at R1
scorecard, between 65 and 79 points) for every R1 of spend).
Affirmative procurement from satisfactory BEE Procurement from satisfactory
contributors (BEE percentage score as per contributors (recognised at 50c
scorecard, between 45 and 65 points) for every R1 of spend).
Implementation of robust, independent verification 2% Mechanism
and reporting mechanism to avoid fronting which verify BEE
status of
suppliers
reported under
preferential
procurement and
utilisation of Dti
approved
accreditation
INDIRECT EMPOWERMENT
agencies
Enterprise BEE 600 10% Monetary investment in SMME with excellent or 8% 5% - 10% The sum percentage score
development good BEE contributions (as percentage of Net Asset (depending on achieved through monetary
value/EBITDA/Total procurement) base used) investment and quantifiable
Quantifiable non-monetary support to SMME with 2% 2% - 5% non-monetary support is
excellent or good BEE contributions (depending on summed to arrive at the
(as percentage of Net Asset value/EBITDA/Total base used) enterprise development points
procurement) (The maximum achievable
percentage score for enterprise
development is 10)
Residual BEE 700 10% Industry specific initiatives to facilitate the inclusion 10% 3% Total contribution toward these
Element of black people in their sector (as a percentage of initiatives is summed relative to
net profit) net profit of an enterprise. The
Industry specific initiatives to promote black total achievable percentage
economic empowerment (as a percentage of net score for these initiatives is 10.
profit) (Initiatives that does not
Corporate social investment initiatives in health, promote the empowerment of
education, poverty alleviation and community black people are specifically
development (as a percentage of net profit) excluded).
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