1. BSA Strategy Map: Outcomes of Character, Leadership, Citizenship, and Fitness
“We Deliver Life Changing Experiences for our members”
“We are financially healthy”
“Our Unit Leaders have fun meetings/activities
with positive outcomes”
So we come to the BSA Strategy Map.
And it starts with a story. We are on a journey—a Journey to Excellence.
On the left side is a Scout representing a local council—climbing up the hill. And on the right side is another Scout representing the national council—extending a helping hand and committed to the success of that local council.
The left side could also represent the districts and units that you serve and support in a local council. And the right side could represent your council and executive board.
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You read a strategy map from bottom to top. And each quote creates a foundation that allows the quote above it to come to reality.
The “Quotes” in the blue boxes are the dreams we want to make come true.
And the ultimate outcomes we all seek are shown at the top—character, leadership, citizenship, and fitness in our youth.
So we start with “Our tools are easy and fun to use.
Tools can be technology tools like Scoutbook that help a unit track their attendance, participation, advancement, membership, and much more.
Or tools could be the resources and marketing materials developed for the Build an Adventure recruitment campaign.
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Building on the tools that are easy and fun to use, we get to the next step: “Through selection and training, we have effective unit leaders.”
Investing in our leaders (both staff and volunteers) makes a big difference in the quality of the programs and services they can deliver.
To deliver the promise of Scouting to youth, we must exhibit behaviors that mirror the 6 major tasks for volunteer success:
Define responsibilities
Select and Recruit
Orient and Train
Coach volunteers
Recognize achievement
Evaluate performance
With that in mind, these help that “our unit leaders have fun meetings/activities with positive outcomes.”
Note that when we say meetings/activities, we refer to all the Scouting experiences at the unit, district, council, regional, or national level—meetings, hikes, campouts, jamborees, summer camps, pinewood derbies, and much more.
This step in the strategy map is most essential, as all Scouting is local. So ensuring that fun meetings and activities take place with positive outcomes is very important.
These key experiences are created every week when youth of great promise are influenced and inspired by adults of great character.
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All these efforts ensure that “we are financially healthy.”
Positive outcomes and fun experiences drive more youth to join and experience Scouting. They stay in the program longer as they experience the great adventures and memories they enjoy in Scouting—that drives retention.
And they tell their friends about Scouting and encourage them to join—that drives recruitment.
As more youth participate, they generate national revenue from membership fees, Boys’ Life fees, and BSA Supply sales
And they generate local revenue from Friends of Scouting from their parents, camp revenue, activity fees, popcorn sales, camp card sales, and so on…
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This financial health drives this statement that “we deliver life changing experiences for our members.”
And this leads to the ultimate outcomes we all seek—character, leadership, citizenship, and fitness in our youth.
“Through selection and training ,we have effective Unit Leaders”
“Our tools are easy and fun to use”

2. BSA Strategy Map: Outcomes of Character, Leadership, Citizenship, and Fitness
(Member and Partner) MP2 “We Deliver Life Changing Experiences for our members”
MP1 Deliver relationship experiences
(Financial) F4 “We are financially healthy”
F1 Increase Revenue
F2 Manage Expenses
F3 Improve Property Profitability
(Process) P6 “Our Unit Leaders have fun meetings/activities with positive outcomes”
P5 Provide relevant programs that connect with youth of today
P3 Deliver Timely, Relevant,
and Effective Communications
P4 Embrace and Adhere to JTE Standards
P1 Enhance Youth Recruiting
P2 Provide Great Member Care
We now look again at our Strategy Map again—but this time with not just the quotes in blue boxes, but also with the strategic objectives in white boxes.
Strategic objectives are the key actions that drive the outcomes we seek.
Look at the perspective of People and Technology (PT)—to achieve our goals, what human resources and technologies must we leverage?
Notice how the numbered People and Technology goals begin with the letter “PT”.
So PT1 helps us achieve PT2. PT3 and PT4 helps us drive the success of PT5.
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Moving forward, we look at the perspective of Process—to satisfy our members and partners, in which internal business process must we excel?
Again, you see the quotes in blue boxes and a series of strategic objectives in white boxes.
Notice how the numbered Process goals begin with the letter “P”.
All these process goals (P1, P2, P3, P4, and P5) helps us with the success of P6.
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Continuing on, in the Financial perspective—to satisfy our members and partners, what financial objectives must we accomplish?
Once again, you see the quotes in blue boxes and the strategic objectives in white boxes.
Notice how the numbered Financial goals begin with the letter “F”.
F1, F2, and F3 helps to drive the achievement of F4.
And a key driver of financial health is to improve property profitability. One council actively engaged in strategic planning is borrowing the hotel concept of “occupancy rates” and introducing the idea of having at least 85% occupancy rates on all their key programs and activities. If they cannot attract at least 85% of a potential Scouting audience to one of the their programs, they are looking to change the program or will not conduct it at all.
And at the top, look at the Members and Partners perspective—what member needs must we serve?
Notice how we focus on life changing, relationship experiences for our members.
And see how the numbered Members & Partners goals begin with the letters “MP”.
MP1 helps to create the success of MP2.
And all these goals—within the 4 perspectives of
People and Technology
Process
Financial
Member and Partner…
…helps to drive us to our ultimate BSA outcomes, the traditional ones: character, citizenship, and fitness.
And a “new” outcome that really has been around the BSA a while: leadership.
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So this is the Boy Scouts of America (BSA) Strategy Map—with the four perspectives going from bottom to top:
People and Technology (PT)—to achieve our goals, what human resources and technologies must we leverage?
Process (P)—to satisfy our members and partners, in which internal processes must we excel?
Financial (F)—to satisfy our members and partners, what financial objectives must be accomplish?
Members & Partners (MP)—what member needs must we serve?
Many of the metrics that define the local council strategic objectives—can be evaluated from a Journey to Excellence or Voice of the Scout measure.
(People and Technology) PT5 “Through selection and training ,we have effective Unit Leaders”
PT3 Develop Competent, Passionate,
and Diverse Staff
PT4 Develop Competent, Passionate,
and Diverse Volunteers
(People and Technology) PT2 “Our tools are easy and fun to use.”
PT1 Create fun tools that are easy to use