Merits of the triple-bottom-line methodology for YOUth

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Reference no: EM132291571

Problem: YOUth is a not-for-profit organization that supports at-risk youth in a small Northern community through a crisis center, outreach initiatives, and after-school activity programs. The organization has implemented triple-bottom-line accounting, results are reported quarterly to stakeholders.

Financial performance is concerned with results as compared to budget as well as with measuring overhead costs as a percentage of donations and grants received to ensure that an appropriate proportion of total funds is spent on programs directly. Social metrics combine input-based approaches (such as the number of contacts and the number of youth taking part in programs) and output measures (such as youth crime rates in the community).

The environmental metrics currently focus on results achieved by recent initiatives to clean up schoolyards and parks to ensure safer play areas for children in the community. Last week, a new potential donor approached the organization and met with Saanvi, the executive director, explaining that his daughter had been having issues at school with bullying and had received help from YOUth’s after-school program. The potential donor is a wealthy businessman who owns a furniture manufacturing plant, and he questioned the triple-bottom-line approach. The businessman suggested that the organization should be monitoring only its financial results, because, as he put it, “if you can’t keep the financials working, you are just going to sink. The rest of those metrics are a waste of time, and I don’t like supporting wasted time.”

The businessman is coming to the office again next week, and Saanvi, unsure what the businessman may want, has asked you to put together a presentation to explain to him the merits of the triple-bottom-line methodology for YOUth.

Required: a. Assess the situation.

b. Identify the issues.

Reference no: EM132291571

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