Girl Scouts USA Balanced Scorecard: Learning, Process, Customer & Financial Goals

Organizational Overview

The Girl Scouts of the United States of America is the nation’s premier organization dedicated to developing the leadership potential of young women. Juliette Gordon Low established the women’s advocacy group Girl Scouts in 1912 (Girl Scouts of the USA, n.d.). Local troops are supervised by councils and directed by volunteer troop leaders who serve girls in grades K-12. There is a full-time staff whose purpose is to assist units, leaders, and parents with everything they could need. Executive Director and a National Board of Directors govern Girl Scouts of the USA. Participating girls and young women, their parents or guardians, troop leaders, and financial backers are all integral parts of the organization’s success.

Balanced Scorecard: Strategic Objectives and Metrics

Table 1: The Four Perspectives of the BSC Approach

Name of Perspective Emphasis on Objective Metric
Learning and Growth Development and growth to achieve organizational goals (Horngren et al., 2002). Increase the number of girls who participate in the Girl Scout program.
Increase the number of volunteer troop leaders.
The number of participants.
Troup Leader Volunteers.
Business Process Business organization and operations. Increase the number of girls who finish the Girl Scout Leadership Journey.
Increase the number of Girl Scout Gold Award recipients.
Number of participants to complete Girl Scout Leadership Journey.
Girl Scout Gold Awards.
Customer Customer service (Horngren et al., 2002). Increase customer satisfaction.
Increase the number of people who promote Girl Scouts.
Satisfaction level.
Several recommendations.
Financial Insurance of financial sustainability (Horngren et al., 2002). Increase income from membership dues and program fees and reduce expenses.
Boost income through gifts and grants.
Revenue from fees.
Revenue from grants and sponsorships.

Alignment of Objectives with Mission and Justification of Metrics

The first goal is to recruit ten percent more young women to join Girl Scouts in the following year. The second is to raise the yearly percentage of female students who participate in community service from 10% to 15%. Third, the rate of young women who participate in annual leadership programming by the year 2020 will be doubled to 40%. Fourth, 25% more girls report feeling more confident as a consequence of their participation.

These objectives are integral to the mission of developing a capable workforce of female leaders who would lead the US toward the path of development. Thus, to create a large pool of leaders and teach them the value of community development, the organization needs to prepare brave individuals capable of advocating for change.

References

Girl Scouts of the USA. (n.d.). About us: Girl Scouts. Girl Scouts of the USA. Web.

Horngren, C. T., Sundem, G. L., & Stratton, W. O. (2002). Introduction to management accounting. Prentice Hall.

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StudyCorgi. "Girl Scouts USA Balanced Scorecard: Learning, Process, Customer & Financial Goals." July 1, 2025. https://studycorgi.com/girl-scouts-usa-balanced-scorecard-learning-process-customer-and-financial-goals/.

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StudyCorgi. 2025. "Girl Scouts USA Balanced Scorecard: Learning, Process, Customer & Financial Goals." July 1, 2025. https://studycorgi.com/girl-scouts-usa-balanced-scorecard-learning-process-customer-and-financial-goals/.

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