Great Futures Connections Summer 2019

Connections

WHATEVER IT TAKES Marketing Campaign

Making DATA An Asset Summer

Strategic Priorities B G C A . N E T/G R E AT F U T U R E S 2 0 2 5

SAFETY SUMMER 2019

BOYS & GIRLS CLUBS OF AMERICA

BOYS & GIRLS CLUBS DO WHATEVER IT TAKES TO BUILD GREAT FUTURES. Welcome to the summer issue of “Great Futures Connections” magazine. Great Futures 2025 is built on our commitment to creating the best possible experiences for youth, leading first and foremost with safety. As we work toward 2025, Clubs continue to prove they’ll do whatever it takes for young people across the nation and on U.S. military installations worldwide to have great futures.

This is confirmed not just by the stories and initiatives you’ll read about in this issue, but also by our 2018 mission metrics, released earlier this summer: 

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Our Movement grew across most mission metrics, including reaching 4.73 million total youth served (+430K) and a record average daily attendance (ADA) of 460,000 (+2K).

Teen membership grew by nearly 14% in military Clubs, driven largely by increases from the Army and National Guard.

Native Clubs saw growth in all mission metrics, with growth of 9% in membership (+3K), 7% in teens (+760) and 13% in ADA (+920).

These advancements exemplify the hard work being done every day at Boys & Girls Clubs. Sharing our data and our story are huge opportunities for our Movement – compelling donors, partners and communities to understand and champion the work we do. However, both have obstacles.

Collecting and managing high-quality data can be difficult, and sometimes it’s unclear how to put data into action. The feature story on page 9 shares experiences of Clubs that have successfully leveraged their data.

When it comes to telling our story, page 16 delves into our Movement’s new multi-year marketing campaign, “Whatever It Takes to Build Great Futures” – including customizable resources to share your organization’s unique story with your community.

This issue shares Movement-wide progress and a commitment to change that I hope you and your organization are proud of. Thank you for all your hard work and enjoy the remainder of your summer.

SUMMER 2019

IN THIS ISSUE PRIORITY 1

Strengthen Organizations........................

Summer Safety* Corporate Partner News* Building Strong Women: A Conversation with SMART Girls Advisors* PRIORITY 2

Increase Program Quality........................................

8

Making Data an Asset* PRIORITY 3

Advocate for Youth Development....

12

PRIORITY 4

13

Reach More Youth......

PRIORITY 5

Strengthen the Movement..........................

Whatever It Takes Marketing Campaign*

15

Summer 2019 Scorecard..........................

18 20

Questions & Answers..............................

Jim Clark President and CEO

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Feature Story*

BOYS & GIRLS CLUBS OF AMERICA

SUMMER 2019

STRENGTHEN ORGANIZATIONS PRIORITY 1

Innovative Operating Models Strategic partnerships such as mergers, management agreements, shared services and other innovative operating models (IOM) can support Clubs to improve operations and ultimately youth outcomes.

Organizations interested in exploring new models for increased impact can receive support from the national office to work with the leadership of local organizations along with other partners (such as community leaders or other stakeholders) to help determine if an alternate operating model is advisable and, if so, identify the best approach.

Child & Club Safety Safety is the No. 1 priority of the Boys & Girls Club Movement and we aspire to create a zero-tolerance culture across the Movement’s nearly 4,700 sites.

These are current safety initiative updates:

In the past two years, over 130 IOMs have been designed across 200+ organizations. So far in 2019, 23 IOMs have been formed, with a goal to support 60 total by the end of the year.

Leadership in safety. Building a strong safety culture takes time, focus and Learn more about innovative planning, which is why safety has been elevated to the governance level at operating models. local boards. In early 2019, a Board-led Safety Committee toolkit debuted to support every Boys & Girls Club organization within the Movement to develop an active board-led safety committee. This summer, safety committee chairs are being contacted and asked to participate in feedback sessions and a leadership summit to share best practices, network and discuss strategies to be stronger advocates for child and Club safety.

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Abuse prevention. Every Club professional, board member and volunteer should understand how to recognize and respond to threats and incidents of child sexual abuse. In partnership with Praesidium, a leading child safety provider, this spring your national office published free child sexual abuse prevention training courses on Spillett Leadership University (SLU). Clubs can access 13 courses including how to recognize red flags, how to intervene and mandated reporting requirements.

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Standards. Later this year, the national Child & Club Safety team will release Movement-wide optimal safety standards to continue our commitment to excellence in safety.

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Stay tuned for more safety updates in our fall issue and learn more about child safety on at BGCA.net/ChildSafety.

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Feature S tory

By Alyce Vasquez

Summer

Safety

At Boys & Girls Clubs, we know that effective planning for next summer can start as soon as fall rolls around. Whether you are still in the full swing of summer programming or gearing up for fall, here are some summer safety tips from the Union League Boys & Girls Clubs in Chicago. Keep these handy for those dog days of summer or your 2020 planning.

A Look Inside Summer Camp The Union League Boys & Girls Clubs plans to serve over 2,000 youth every day this summer.

The Club operates six day-camp locations, including a residential camp that hosts 120 youth per session. As with all Boys & Girls Clubs, member safety is their top priority.

Wondering what their secret is?

We asked them and here’s what they shared.

1. Get everyone up to speed, quickly! All Union League staff members are required to participate in safety training covering a range of topics including transportation, risk management, emergency operations and abuse prevention.

2. Have an active safety committee.

The Club’s safety committee inspects each site’s policies, procedures and training needs before summer session begins.

3. Review field trip and transportation policies and procedures. Field trips are probably the most anticipated activity for campers. Before hitting the road, ensure a proper plan is in place and Club staff and members alike understand their roles. Those who support member transport should be trained on vehicle equipment and maintenance and perform a vehicle inspection before every trip.

4. Have a plan for all scheduled activities to ensure proper supervision of all youth. The most critical element to maintain camp safety is active planning.

Planning summer coverage should start way before school lets out. But inevitably, things change, and it can seem like a constant scramble to have enough of the right people in the right places. To maintain satisfactory ratios of adult-toyouth supervision, staff can sketch out scenarios for times they could be short-staffed and plan possible solutions. Keep those scenarios handy in case staff need to go to “Plan B.” 5. Review State Laws and American Camp Association (ACA) Accreditation Regulations. States vary significantly in oversight of camp operations. In many states, camps fall under the jurisdiction of the state health department; in others, licensing and permit fees can vary by county or city.

Clubs should understand the regulations their state has in place to ensure compliance. A comprehensive list of resources, laws and regulations by state can be found on the ACA’s website.

Remember, your approach to summer camp safety should be no different from your safety approach throughout the coming school year!

For more safety information and best practices, visit BGCA.net/ChildSafety.

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BOYS & GIRLS CLUBS OF AMERICA

SUMMER 2019

STRENGTHEN ORGANIZATIONS PRIORITY 1

Executive Development

In 2019, these are the core strategies for strengthening executive leadership:

Executive development opportunities support lasting impact – the table below represents change over four years for organizations that participated in executive programming:

CEO Talent Management – From hiring to onboarding to professional development to succession, the CEO Talent Management strategy supports Club executives in being successful at every level of their career.

REGISTERED TEENS ADA MEMBERS CEO Onboarding

+8%

+14%

+16%

Advanced Leadership Program

+9%

+5%

+21%

Mastery & Legacy Programs

+6%

+6%

+16%

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Results represent change from 2015 to 2018 for organizations that participated in executive leadership development programming in 2015/2016.

The CEO Talent Development process launched this spring introduced a suite of new development tools for executives to explore, including a leadership assessment, development guide and an individual development plan.

The pilot feedback prior to launch was positive, with 88% of participants saying they’d recommend the CEO leadership assessment to a friend or colleague.

So far, more than 115 CEOs have participated. Those who participated will receive a satisfaction and feedback survey this month to promote continuous enhancement of these tools.

One of the most difficult decisions a local board will make is hiring their CEO. To support boards, a pilot is underway testing a CEO search and hiring process. Early results from four of the pilot organizations illustrate positive feedback: Total satisfaction with CEO Search Team rated 4.96 out of 5.00.

Satisfaction with organization’s new CEO hire rated 5.00 out of 5.00.

97% would recommend the CEO Search Team to other organizations.

For more information about the CEO Search Team, please reach out to your Director of Organizational Development (DOD).

Talent Pipeline & Immersion – To identify and develop high-potential Club staff for CEO roles or promotions to more complex organizations, an Emerging Leaders Initiative will launch in August. The program consists of four faceto-face workshops and includes a rigorous application and selection process, workshops on leadership competencies, a 360-degree assessment, job and project assignments, and enhanced coaching. Invitations to apply were recently sent, and 25 people will be selected to participate in the inaugural program. For more information, please contact BGCA Director of Development Terri Dorsey at tdorsey@BGCA.org.

Learn more about executive talent development and training.

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BOYS & GIRLS CLUBS OF AMERICA

SUMMER 2019

STRENGTHEN ORGANIZATIONS PRIORITY 1

MyClubHub: Common Club Management System MyClubHub publicly debuted user testing at the National Conference in May, where more than 50 professionals provided feedback on live dashboard and parent portal features. The project will soon reach another milestone as organizations are selected for early pilot stages.

Selection will be based on an organization’s contributions to the project to date, whether their needs will be met by available features and timing preferences. MyClubHub aims to reach 80 organizations by the end of 2019.

Anticipated Rollout Schedule of MyClubHub 2019

2020

YEAR 2020 2022

2023

2024

80

337

506

675

758

590

NUMBER OF ORGANIZATIONS

The pilot is ongoing and there will continue to be opportunities to share your organization’s interest and timeline preference to take part via the MyClubHub interest form.

The MyClubHub Advisory Network will continue to provide feedback on layout and functionality through online sessions. Organizations are encouraged to engage in this critical feedback of the system and its implementation by visiting BGCA.net/ MyClubHub. Stay tuned for updates on pilot implementation this fall.

Collaborative fundraising is a threepronged approach to further existing partnerships among local Clubs and BGCA by seeking incremental funds for participating organizations.

This includes revenue share from Integrated Direct Marketing, support of Clubs’ fundraising capacity through Advancing Philanthropy 2025 and expanded efforts for Clubs and BGCA to collaboratively raise funds.

Advancing Philanthropy 2025: Creating a Movement-wide Culture of Philanthropy The Advancing Philanthropy (AP) 2025 program empowers Clubs with tools and trainings to build their resource development (RD) capacity. In 2019, AP aims to support Clubs in reaching $30 million in planned giving and $158 million in major gifts.

With an expanded team of Club RD consultants, AP is supporting more Clubs than ever with customized consulting and an extensive suite of tools, resources and trainings that include: 

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Native AP opportunities include a monthly webinar series, customized tools and trainings, and newsletter updates.

For rural Clubs, AP consulting and training help apply the concepts of donor moves management and build a balanced portfolio appropriate to the unique challenges and opportunities present in a small community.

To ensure our Movement can attract and retain top RD talent, AP 2025 includes a parallel track

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to develop fundraising staff from pre-hire support and onboarding programs to an advanced track.

Learn more about RD learning and professional development opportunities.

See the RD Club Services Resource Guide to learn about resources and services available to you.

In 2019, your national office has committed to provide RD consulting to 500 Clubs and engage 150 RD professionals in the RD Leadership Track. As of June 2019, AP 2025 has engaged 521 Clubs and 124 RD professionals have joined the Advanced Leadership in Resource Development Track. Read more about AP 2025 and Resource Development Club Services.

Integrated Direct Marketing The integrated direct marketing (IDM) program’s goal is to build a community of mass market individual donors through three channels: mail, digital and monthly giving/sustaining donors.

These are results to date: 

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Since inception, IDM has built a base of 120,000 donors and raised approximately $11.4 million. As planned, the IDM program intends to turn a net profit in 2019, with an overall revenue goal of $6.2 million for the year, including a projected $600,000 to share with Clubs.

Direct mail was behind plan in Q1 but has rebounded in Q2.

To adapt, strategic shifts were made in mail volume and the data model used to select names in the acquisition program was updated.

BOYS & GIRLS CLUBS OF AMERICA

SUMMER 2019

STRENGTHEN ORGANIZATIONS PRIORITY 1

The average acquisition mail gift remains high at $33, which is 30 percent higher than the industry average of $20-23. Total revenue from mail as of June 6 is $880,000, an increase of $99,000 over 2018, which is behind the 2019 plan due to Q1. 

Digital fundraising has slightly exceeded monthly revenue goals in 2019, with the biggest boost to performance seen in Search Engine Marketing (Google, Bing, etc.) and organic web channels (BGCA.org), with the average gift about $40 above industry standard ($124 vs. about $80), which is offsetting a lower donor-conversion rate. To address this, BGCA conducted donor market research in April to create compelling mass market donor messaging to improve social channel performance in Q3 and Q4. To learn more about IDM results, be on the lookout for webinars that will review the results with BGCA’s digital agency, ForwardPMX.

IDM’s early years focused on building a foundation for long-term sustainable growth in the mail and digital channels.

Now, to propel program growth, the program is investing heavily in monthly donor acquisition. BGCA will launch two monthly donor acquisition strategies: two 60-second TV commercials that will be tested in late August for a 12week pilot run; and celebrity partnership opportunities are being explored.

Cause Marketing National cause partnerships elevate the Boys & Girls Club brand by increasing awareness and exposure in all participating markets. In 2019, cause marketing strategies aim to raise $25 million through a variety of national cause marketing partnerships and activations, with approximately half passed through to local Clubs.

To learn more about implementing a local cause marketing campaign, look for cause marketing sessions at BGCA’s regional conferences. In addition, a local cause marketing toolkit will be available to organizations by early 2020.

WIN YOUR CLUB A MINIVAN Win your Club a minivan: This summer, three Clubs will win big in the 2019 Back2School Stuff the Bus Challenge. Toyota is providing three 2019 Toyota Sienna minivans loaded with more great prizes – including $25,000 awarded to each winning Club! The opportunity to win a Toyota Sienna will be based on teen recruitment and successful completion of a summer teen engagement strategy. Each site that enters will share their teen strategy and record their teen membership growth from May to August 2019. Clubs can learn more and register here.

Clubs must be in the contiguous United States (Alaska, Hawaii, Puerto Rico and international Clubs are not eligible). Winning Clubs will be notified by Aug. 23 with vehicles delivered by Sept. 2.

With the growth of the monthly sustainer programs, revenue share with Clubs is expected to reach $2.2 million in 2020.

Learn more about IDM on BGCA.net.

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CORPORATE PARTNER NEWS Kohl’s

BGCA and Kohl’s are partnering to build young people’s social and emotional skills to prepare them to be positive and contributing members of their community. Kohl’s $3 million investment over the next three years will support specialized training for Club professionals, integrate social and emotional development throughout the Club Experience and increase measurement capabilities.

Kohl’s is committed to giving back to communities through volunteerism. For every five Kohl’s volunteers who track three hours at a Club event, the Club organization is eligible to receive $500.

True Value

True Value Foundation partnered with BGCA to revitalize Clubs across the country through the Painting a Brighter Future program. Each year, True Value provides grants for 20 gallons of paint and supplies to Clubs across the country. Additionally, the partnership offers True Value associates an opportunity to volunteer with Clubs and create lasting relationships in local communities.

Papa John’s

Papa John’s Foundation supports the mission of BGCA to bring about great futures for America’s youth. Papa John’s associates at all levels of the company participate in a National Day of Service event with select Clubs across the country. Papa John’s Foundation also provides support for BGCA’s National Youth of the Year program.

U.S. Cellular

U.S. Cellular is investing $1 million in BGCA to enhance the learning experience for youth and communities by championing science, technology, engineering and math (STEM) education programs for students from kindergarten to 12th grade.

This focused approach ensures the company is positively impacting the communities where its associates and consumers work, live and play.

Finish Line Youth Foundation

Finish Line and BGCA have partnered to impact the development of America’s future workforce with delivery of highquality workforce programming by means of the One Step Ahead program. Through this hands-on experience, youth receive a store tour where they learn about interviewing, customer service and other career skills. The goal of this premium learning experience is for youth to leave Finish Line feeling confident and knowledgeable about entering the workforce. Whether they grow up to join the Finish Line team or not, we ensure they can create their own great futures and get one step ahead.

Gillette

Through a three-year national partnership, Gillette will propel BGCA’s work with local Clubs to implement new resources that incorporate social and emotional development (SED) for young males, enable BGCA to skillfully train and develop staff in SED, and help determine the next iteration of male youth-focused programming at Clubs. Gillette also sponsored the Passport to Manhood session at the 2019 National Keystone Conference.

For more information on Corporate Partnerships, please visit our partnership page on BGCA.org.

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Feature S tory

By Sarah Grizzle

Building Strong Women: A Conversation with SMART Girls Advisors SMART Girls is our ultimate girls’ health and wellness program. Using a small group approach, girls get to spend sessions with a trusted adult talking about everything from body changes during puberty to building lasting self-esteem.

We talked to SMART Girls advisors to learn more about running this program.

What do you love most about working with girls?

“ Finding themselves and comparing themselves

on social media.”

– Zaria Brown (former SMART Girl turned SMART Girls Advisor), BGCs of Grand Strand

“ I love being able to connect with the girls and help

them see that they are stronger than they think, both emotionally and physically.”

– Lynn Schreiber, BGCs of Whatcom County

What do you want other SMART Girls Advisors to know?

“ The aha moment when they realize they have

so much more inner strength than they think.

When they feel their girl power.”

– Dione Buonto, BGCs of Grand Strand

“ Let them have more voice. If you allow the girls

to own their program, they get so much more out of it. Ask them what it means to be a SMART Girl and brand it within your program. Have them take ownership over it.”

– Dione

What are the biggest challenges girls in your Club face?

“ There’re a lot of different challenges, but they’re really

“ Don’t be afraid to open up about yourself. I’ve found

struggling with their self-esteem. It’s easier to talk about it than it is to help them practice and actually build their self-esteem.”

– Dmonyaa Beale, Salvation Army BGCs of Wilson

telling them my story reassured girls that it’s okay and they’d be able to do this. It builds a sense of trust with the girls and opens up a line of communication.”

– Dmonyaa For more of this conversation, visit the ClubX Blog at clubexperience.blog. To download the latest SMART Girls resources including new session guides, visit BGCA.net/SMARTgirls.

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BOYS & GIRLS CLUBS OF AMERICA

SUMMER 2019

INCREASE PROGRAM QUALITY PRIORITY 2

Providing a quality experience for every young person who attends a Club is the foundation of what Clubs do. We know investments in professional development and coaching for staff, continuous quality improvement (CQI) processes, and intentional staff practices and programming create the best experiences for kids and teens.

Youth Development Training Club Experience is 18% higher when staff report that they receive beneficial training. The Club Director’s Academy (CDA) provides training on leadership and management practices that support program quality. The Youth Development Institute (YDI) provides training on staff practices aligned to the David P. Weikart Center’s Youth Program Quality Intervention methods. Since their inception, nearly 700 Club organizations have had staff participate in CDAs or YDIs – halfway through 2019, 323 people have attended a CDA and 735 people have participated in a YDI. Depth of engagement is a key factor to improve the Club Experience, so staff and supervisors are encouraged to attend together to maximize learnings at their organization. Learn more about frontline staff training.

Club leaders indicate that training for youth development professionals is one of the most important services your national office provides. However, with approximately 48,000 staff working directly with youth on a regular basis, locally-delivered training is critical. In 2019, BGCA will prepare 120 “trainers of trainers” – Club professionals who will train local trainers, supporting an expansive network of youth development training to ensure best practices and engaging new techniques can be applied Movement-wide.

To learn more about the National Trainers Initiative, please visit BGCA.net/training or email training@BGCA.org. DODs are currently assisting with recruitment of National Trainers Program candidates.

CQI is a key part of the strategy to improve program quality. This cyclical, ongoing process encourages continuous improvement through three phases – Assess, Plan, Improve.

In 2018, BGCA partnered with the David P. Weikart Center for Youth Program Quality to build a CQI process for Clubs based on the Weikart Center’s evidence-based Youth Program Quality Intervention. Over the last year, 24 organizations and 119 sites tested CQI across five diverse areas: Nevada, south Texas, the Dallas Fort Worth Metroplex, central Alabama and Massachusetts.

Initial results from these Quality Networks show promising improvements in terms of Club Experience (how youth experience the Club) and program quality (staff practices), which both correlate to better outcomes for youth.

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Based on learnings from these networks, the new CQI Toolkit supports all Clubs in implementing CQI methods, from deciding which areas to improve to putting a plan into action.

By 2025, substantially all Clubs will be implementing CQI. Ready to start your CQI journey? A nationwide network of Clubs will begin the CQI process together this fall – email CQIToolkit@ bgca.org to express your interest in joining. This fall, you can also register for External Assessor Reliability training and Youth Works Methods Training of Trainers at Regional Leadership Conferences.

Feature S tory

By Hally Spiller

MAKING DATA AN ASSET How two organizations changed the way they view data and saw a noticeable difference in staff enthusiasm and member outcomes

SURVEYS

C

ollecting, analyzing and leveraging data to create an improvement plan sounds like a lot of work, especially when schedules are already jam-packed. In this article, the BGCs of Springfield in Missouri and BGC of Truckee Meadows in Nevada share how their organizations changed the way staff members perceive data to ensure it’s not regarded as an add-on to a busy workload but, rather, a critical asset driving everything they do.

LISTENING SESSIONS Making NYOI data actionable year-round: BGCs of Springfield’s passion for pulse checks Brandy Harris, the new CEO for BGCs of Springfield, credits her career trajectory to her dedication to data.

“While I was director of programs for two years, a huge part of my role was data, pulse checks and increasing youth outcomes,” she says. “If I didn’t have that experience and dedication to that portion of the job, I would not be in this position.” While also working as unit director, Harris’s role as director of programs focused on creating high-quality experiences for Club members, bringing structure to what happens to collected data and ensuring continuous improvement.

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POLLS While her Sertoma Club unit took the time to celebrate their achievements, they also wanted to explore ways to improve. However, Harris says looking at the breadth of data and trying to figure out their best approach was overwhelming at first. “A turning point was when I stopped looking at the numbers and started looking at the kids,” she says. “The numbers are just a representation of how we’re doing, what we’re doing and the kids we’re impacting.”

Harris set out on a mission to expand the once-a-year work of NYOI and begin gauging member experience on a regular basis. She implemented pulse checks at her unit, then extended this process to the other sites. During biweekly meetings of all program directors, they discuss how to target a different topic per

CONTINUED ON PAGE 10

Feature S tory

the first step was getting comfortable with the process of regular, consistent data collection month – such as focusing January on safety and surveying a different aspect of safety once a week. Token polls work best for the organization, with kids dropping a token into a designated box to cast their vote.

Just like NYOI itself, the first step was getting comfortable with the process of regular, consistent data collection.

Then, they dedicated a monthly staff meeting to consider the data and ask, “What can we do to make it better?

What can we do to celebrate?”

After discovering that members felt the least emotionally safe in the pre-teen center, the Sertoma Unit implemented listening sessions with pre-teens, including a boys’ hour and a girls’ hour where members could share ideas and suggestions on feeling safe and included. After pulse checks revealed a lack of enthusiasm around the NYOI survey experience, the Musgrave Unit redesigned their survey process to include preparatory conversations with members on how the survey elevates their voices and thoughts. The Club also provides pre- and post-survey

incentives and administers the survey to smaller groups.

At board meetings, Harris can now share specific data about Club members’ experiences, what her team is excelling at and what they’re working toward. As Harris moved into the role of CEO, the organization created a full-time position to continue this work and their culture of continuous improvement.

This change didn’t happen overnight.

“Reaching the other sites was really hard at first,” Harris recalls. “You have to change the motivation and the ‘why’ behind it – [that] we’re not doing this to add more work to your plate, we’re making our work better.” She recommends Clubs use resources like the BGCA Pulse Checks Guide to get started and that Club professionals strive to make collecting and incorporating data as easy as possible for all staff members until it becomes a natural part of the their work. “Data became part of our Clubs and what we do. And if we let the work die down,

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we see a difference in the culture at the Club – kids don’t listen as much, behavior and discipline issues arise.

The culture of listening to what our kids are saying has ultimately made things better.”

PULSE CHECKS Read more about BGCs of Springfield’s work with Pulse Checks in Brandy Harris’s post on the Club Experience Blog.

CONTINUED ON PAGE 10

Feature S tory BGCs of Truckee Meadows’ CQI Journey Mike Wurm has served BGC of Truckee Meadows for 25 years, from its start as a single site to its current position as a Major Metro with 23 sites spanning northern Nevada.

As executive director, he’s proud of his organization’s commitment to looking for ways to grow and improve.

Five years ago, the organization restructured after a third-party peer assessment shed light on operational needs. “I want the best for our kids, but I want the best for staff, too,” says Wurm. Now, staff have a clear path to success, with defined verticals and the resources they needed, including a program quality team that supports curriculum and activities.

SHARING BEST PRACTICES While the restructure helped, Wurm says they were frustrated with disparities across the organization. Turnover rates continued to be high, not all Club members were focused and engaged, and certain sites did things well while others did not. That’s when BGC of Truckee Meadows began a conversation around CQI and chose to join the Nevada Quality Network, a collection of organizations working with the national office to focus on implementing yearround CQI and sharing best practices.

quality team, led by National Director of Quality Improvement Meg Pitman.

“Meg’s team’s knowledge, guidance and transfer of passion – I can’t undersell it.

Even when I didn’t have a role, I’d pop in because the staff was having fun and learning so much.”

PROGRAM QUALITY TEAM Committing to CQI wasn’t easy. First, Wurm and his program quality team had to get the rest of their staff on board. “When they said their plates were full, we told them ‘we’re going to clean your plate off, and we’ll refill it with this new information.’ That imagery became an important part of our discussion,” he says. The Club began a cultural shift to help staff see program quality not as added work but as a resource to do their job well.

Then, the organization had to realign their resources to support a financial investment in training, including closing Clubs for several days so all staff could participate in training – a first for the organization beyond holidays or major transitions. The entire staff participated in a Nevada Quality Network multi-day training that utilized quality methods of BGCA’s partner, the David P. Weikart Center for Youth Program Quality. Several Truckee Meadow staff members later attended a training hosted by the Weikart Center, which staff viewed not only as an opportunity to support their roles but also a one-of-a-kind professional development experience.

“It was like an explosion here,” says Wurm, describing the combination of his team’s commitment and the enthusiasm of the national office’s

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With the entire staff aligned to CQI, best practices from training, regular pulse checks and evaluation continue to circulate, refine and grow at BGC of Truckee Meadows. Wurm credits the staff for continuing to drive this cultural shift – there’s a new level of focus and confidence on the team, including staff meetings where the staff lead out on new ideas. “We’re seeing these shifts because everyone is being more accountable. They’re doing things they wanted to do when they took this job – not putting out fires. And they’re working with kids who are excited.”

Less than a year into their CQI process, BGC of Truckee Meadows is seeing incident reports going down as kids are more engaged. Wurm suspects the turnover rate is similarly decreasing.

“We all run businesses and we want them to be efficient and effective in providing great environments for our kids,” says Wurm. “We’ve made more strides in eight months than we made in the last 10 years when it comes to getting out ahead of our programming and aligning our training. CQI has had a profound and deep impact on the whole organization.”

To read the latest about CQI, visit page 8. More information is available in the CQI Toolkit.

BOYS & GIRLS CLUBS OF AMERICA

SUMMER 2019

ADVOCATE FOR YOUTH DEVELOPMENT PRIORITY 3

Government Relations and Funding

Strengthening Local Capacity for Advocacy

The Government Relations team’s strategy includes advocacy, diversification of funding streams and targeted engagement of elected officials at the federal, state and local levels. Ongoing education and engagement establish the Movement as a key strategic partner to address issues America’s kids and teens face, such as the future of the American workforce. Each year, this work supports local Clubs by securing critical funding and services. In 2018, government funding totaled $216 million, with $137 million to support State Alliances and $79 million in federal subsidies that included $53 million for Clubs that BGCA provided direct service to and $26 million in grants BGCA passed through to Clubs.

Boys & Girls Clubs are community, regional and national thought leaders on issues that impact youth. To build your Club’s capacity for advocacy, visit the Advocacy Planning page on BGCA.net, which shares best practices, tools and resources to help your Club coordinate and implement your own advocacy strategy. Strategies may include year-round tactics such as Club tours with elected officials and taking advantage of advocacy trainings to deepen relationships and build advocacy capacity.

Federal: In 2019, we continue to build and diversify federal funding that will support Clubs and move the needle for America’s youth. Priorities are identified based on the largest federal funding streams Clubs can currently access, areas of greatest need and areas in which Congress is investing additional resources. BGCA submitted formal requests to key members of Congress on priority issues as well as an appropriations letter to Congressional leadership signed

by Clubs in all 50 states. We aim to continue the growth of the Department of Justice Youth Mentoring Initiative as well as 21st Century Community Learning Centers and diversification of funding through new sources around drug prevention, outdoor education, Native youth health and youth workforce readiness.

State: State Alliances are off to a strong start in 2019, with $16.2 million in revenue and a strong pipeline to exceed last year’s record-breaking total of $137 million. Critical to success will be strengthening Alliance capacity and building comprehensive advocacy and funding strategies in each state. This year, a quarter of Alliances will have advocacy plans aligned to our Movement’s new advocacy platform, the Agenda for America’s Youth. Additionally, a grassroots effort will focus on key battleground states in the 2020 presidential election to ensure presidential candidates understand the importance of out-of-school time. This work will not only be pivotal for 2019 but will lay the foundation for reaching our $185 million State Alliance goal in 2025. Learn more about BGCA’s Office of Government Relations.

Advocacy-capacity building is critical as our Movementwide advocacy platform launches this fall nationwide.

The Agenda for America’s Youth focuses on solutions and policies that will have the greatest impact on the youth of this country. Agenda for America’s Youth resources will be available in August. Plans for the public launch are scheduled to be unveiled the week of 2019 National Youth of the Year in September.

The national advocacy team also provides Clubs with guidance and resources on State Alliance member engagement, board development, internal and external communications, funding impact and program deliverables.

Sign up now for details on a new series of quarterly Government Relations calls for Clubs and Alliances, which will serve as an opportunity to hear from the Government Relations and Advocacy teams about the latest happenings on Capitol Hill, state trends, and tools, trainings and resources to help Clubs engage with elected officials on the issues that matter most in their communities.

Visit the new Advocate for Youth webpage on BGCA.org to learn more about our Movement’s advocacy priorities, relevant legislation and how to get involved to close the opportunity gap for America’s youth.

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BOYS & GIRLS CLUBS OF AMERICA

SUMMER 2019

REACH MORE YOUTH PRIORITY 4

Operating Sites *Operating sites are defined as:

The Boys & Girls Club Movement operates through diverse sites – units, extensions and Community Impact Programs (CIPs).* In 2018, there were 4,407 Club sites – the most in Movement history. Including CIPs, our total chartered locations now number 4,645.



2018 Annual Report data demonstrates the Movement’s changing landscape of traditional versus school-based sites.

Strategic partnerships with school-based sites support 2025 growth strategies to reach youth outside Club walls with high-quality programming. This is also a recruitment/retention opportunity, as Clubs can leverage school-based programs, which are predominately in elementary schools, as feeders into traditional Clubs and teen centers as students matriculate.

School sites first begin to eclipse traditional sites in 2017, with those differences becoming substantial this past year.

2014 Traditional Sites

1,642

School Sites

1,441

2015





Unit: minimum requirement of 100 registered members, site must be open 4 hours per day, 5 days per week, 10 months per year Extension: minimum requirement of 50 registered members, site must be open 3 hours per day, 3 days per week, 8 months per year Community Impact Program (CIP): no minimum requirement for registered members; only requirement is the site be open 26 weeks per year (no minimum for hours or days)

2016

2017

2018

1-year ∆

5-year ∆

INCREASE 1,634

1,624

1,605

1,662

4%

1%

1,523

1,594

1,659

1,871

13%

30%

2018 chartered locations count includes 64 CIPs in traditional locations and 144 in schools. Excluding CIPS, school sites still outnumber traditional sites by 129.

Digital Engagement

Club Technology PLANNING GUIDE

As leaders in youth development, infusing digital opportunities into and outside the Club day empowers Clubs to extend your reach and meet kids where they are. Adopting a CQI process to “assess, plan and improve” your digital experience is a great way to take your Club to the next level – and keep it there. Reference the “Technology Planning Guide – 2019” at BGCA.net/technology.

MyFuture is our Movement’s digital platform for youth engagement. Since its launch in 2017, MyFuture has reached more than 35,000 users, and currently offers nine diverse programs including computer science. leadership and visual arts. Going forward, every program designed by your national office will have a digital component hosted on MyFuture. Ready to get started? Visit the Quick Start Guide for MyFuture.

2019

VERSION

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BOYS & GIRLS CLUBS OF AMERICA

SUMMER 2019

REACH MORE YOUTH PRIORITY 4

Empowering Economic Opportunity for Youth Reaching more than 4.7 million youth annually, Boys & Girls Clubs are uniquely positioned to prepare today’s young people for tomorrow’s workforce. This is important now more than ever, as America’s workforce crisis continues to grow with 7 million jobs going unfilled as employers struggle to find qualified, skilled workers.

B OYS & G I R L S C LU B S O F A M E R I CA

Building Economi c Opportunity:

Youth Workforce

Readiness

Building

Economic In February, BGCA President and CEO Jim Clark was appointed to serve as Oppo rtua nitmember y: Youth Workforce diness on the American Workforce Policy Advisory Board, established by the White Rea House.

BGCA is the only youth-serving nonprofit organization on the Board and joins 24 members including the CEOs of Apple and Walmart.

In April, a convening of youth, Club leaders, top business leaders, policy experts and advocates took place in Washington, D.C. during BGCA’s Great Think: Workforce Readiness event to establish a strategic action plan to ensure young people are wellprepared for work and life. To access key learnings, expert advice and action steps from the event, read the white paper this August at BGCA.org.

INCREASE Partnering for the Future Boys & Girls Clubs of America is a national partner of the 2020 census. This partnership with the U.S. Census Bureau provides a unique opportunity for Club teens to learn on-the-job skills as census takers and participate in one of our country’s most important civic engagements. In addition to teens, Clubs can promote temporary census jobs to members’ parents and guardians, furthering our engagement in the 2020 census mission to count everyone living in the United States and expanding opportunity in local communities.

Stay tuned to your email for more information about this exciting partnership and how your Club can get involved.

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BOYS & GIRLS CLUBS OF AMERICA

SUMMER 2019

STRENGTHEN THE MOVEMENT PRIORITY 5

Deepening engagement with Clubs’ 26,000+ board members will support local board impact as we work toward 2025.

members across the Movement. Board members, please check out this new resource and give feedback through the website’s comments section.

Area Council Redesign to Improve Board Communications and Consistency

Aligning National Staff to Better Meet Local Needs – Support from DODs

Area Councils are made up of board members from across the Movement.

The 2019 redesign of Area Councils will support stronger communications, consistency and ultimately accelerated Movement priorities. Area Councils are also focused on improving recognition, education and networking opportunities for all board members.

In the first part of 2019, an Area Council Guide was distributed to support the development of best practices around the structure and operation of Area Councils. This guide is available through your DOD and provides a great resource to use in improving the operation of Area Councils.

More than 60 DODs serve as the connective tissue between local organizations and the national office.

In 2018, there were over 4,230 faceto-face interactions, with most DODs traveling 60 to 65% of the time. When most effective, DODs are a thought and accountability partner, coach, mentor and organizational development consultant.

However, in 2018 a DOD job analysis conducted by the consulting firm Mercer found that there is confusion around the role of the DOD, how they operate and a need to understand their performance accountabilities.

Membership Requirements The National Area Council Committee (NACC) is made up of 22 local Club board members with strong board experience who represent all 55 Area Councils and serve as a communication and governance conduit between the National Board of Governors and local organizations. In late 2018, the NACC discussed BGCA’s membership requirements, including a number that aren’t consistently applied. The work of clarifying, applying and monitoring all membership requirements is essential to the success of Great Futures 2025. Recognizing the need for rigor and consistency in monitoring these requirements, the NACC is working to provide internal and external clarity around issues of non-compliance.

Additionally, BGCA’s national Board of Governors has created a committee of national and local board members and Club professionals who will advise this work.

INCREASE

Additionally, support materials for all Area Council Liaisons (ACL) were recently distributed. ACLs are the individuals who represent their home organization on Area Councils and are vital to best practices in governance and communication by board members.

If you are an ACL, please connect with your organization’s DOD to receive these materials.

Finally, board member website BGCABoards.org was launched in May. The new site connects board members to common resources, the latest news, a calendar of board-related national and regional events and provides opportunities to interact with fellow board

As a result, a pilot is underway to increase organizational transparency, while enhancing clarity around support and services provided to Clubs. This pilot has various pieces, including: 





the introduction of a Service Delivery Agreement whenever a local Club organization has a new board chair or CEO; a clear and simple look at DODs’ performance goals and accountabilities; and pulse checks to gauge the level of service Clubs receive from BGCA staff members.

Pilot planning is being finalized; stay tuned for more information.

15

This new team – the Affiliate Membership and Standards Committee – will create a decisionmaking framework to ensure consistent application of membership requirements, guide the process to improve clarity and understanding of existing membership requirements, and ensure appropriate communications to local Clubs and other stakeholders, among other responsibilities. Stay tuned for additional information on this pilot program.

Feature S tory

By Meredith Carter Moore

Whatever It Takes to Build Great Futures.

Introducing our Movement’s multi-year marketing campaign How often have you invited someone to tour your Boys & Girls Club and they come away completely surprised? They are amazed at the sight of the director greeting each child by name, kids laughing in the gamesroom, intricate art hanging from the walls, the clicks of kids typing on the keyboard in the computer room and the chatter of thoughtprovoking conversations coming from the teen center. Then, it finally happens. That simple statement we’ve all heard many times: “I had no idea Boys & Girls Clubs offer so many different activities!”

But what about the millions of people who haven’t visited a Boys & Girls Club?

How do we show them who we are?

aided brand awareness. But many people are also unfamiliar with what we do. There continues to be brand confusion between Boys & Girls Clubs, Big Brothers Big Sisters and the YMCA, including difficulty distinguishing what services each youth organization provides.

Breaking away from the pack In support of Great Futures 2025, our Movement is tackling our brand challenges head-on with the launch of an exciting new campaign to educate the public about just what it is Boys & Girls Clubs do. Whatever It Takes to Build Great Futures demonstrates to parents, partners, donors and communities how Boys & Girls Clubs prepare 4.7 million kids and teens for great futures. This multi-year campaign encapsulates the multitude of experiences and opportunities a young person receives when attending a Club: We are a youth-serving organization that provides millions of kids with opportunities for a great future through safe places, caring mentors and life-enhancing programs focused on academics, leadership and healthy lifestyles.

We are well known but not known well Boys & Girls Clubs have high brand recognition.

In fact, many people are familiar with our name and our logo. According to a 2018 brand health study, Boys & Girls Clubs received a score of 81%

16

Feature S tory On August 6, the Movement will officially launch the Whatever It Takes to Build Great Futures campaign by placing marketing assets on TV and social media sites. Our primary message is simple: Boys & Girls Clubs never take a single approach to help kids succeed. It takes an army of caring mentors, a safe environment, high-quality programs and unique experiences to ensure kids have a great future. We do whatever it takes to build great futures.

You can help make an impact on August 6 by doing these four things:

3. Make an online statement – Download web banners and social media graphics including animated GIFs, cover images and more. A new social media asset will be posted once a month, so stay tuned!

4. Take to the streets – Show your community that your organization is doing Whatever It Takes to Build Great Futures with bold new signage including billboards, banners and sidewalk signs that can be customized with your organization’s logo. Whatever It Takes to Build Great Futures T-shirts are now available on BGCAestore.org.

Together, we will do whatever it takes to educate people on what Boys & Girls Clubs are and what we do. You can download the above-mentioned marketing resources at BGCA.net/marketing.

1. Galvanize your organization – Introduce Whatever It Takes to Build Great Futures to your board and colleagues by downloading the campaign PowerPoint presentation, “Rally Cry” video, and Marketing & Communications Senior Vice President Karl Kaiser’s National Conference General Session presentation.

These resources explain the campaign’s multiyear strategy and how to implement it locally.

2. Share our brand story – You can share the Boys & Girls Club brand story by placing two PSAs: • Whatever It Takes PSA takes you inside a Boys & Girls Club and cleverly uses sound to highlight the unique experiences Club kids enjoy at the Club. The PSA is available in lengths of 1 minute, 30 seconds and two 15-second videos.

• Major League Baseball PSA incorporates campaign messaging and features Boys & Girls Club kids, Major League Baseball shortstop Francisco Lindor, and voice-overs

by Boys & Girls club alumni JB Smoove (English) and Mario Lopez (Spanish).

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6/17/19 12:39 PM

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6/13/19 9:05 AM

BOYS & GIRLS CLUBS OF AMERICA

SUMMER 2019

SUMMER 2019 SCORECARD A snapshot of your national organization at work.

HIGHLIGHTS

1,500+

teens and advisors

50+

breakout sessions in specialized tracks

1.3 million

potential #BeTheVoice19 impressions on Instagram and Twitter

National Keystone Conference 2019 July 11-13 in Orlando, Florida

100+

teens earned certifications in CPR/First Aid and Flag Football refereeing

SECURING FUNDING

$22.67 MILLION

TOTAL PASS-THROUGH TO CLUBS

893 ORGS

RECEIVING PASS-THROUGH

$28.46 MILLION State Alliance funds raised

CONSULTATIONS

4,686

1,269

Total field consultations (face-to-face, video & phone)

Advocacy consultation attendees

Consultations include organizational, leadership, board, program and safety development that support strengthening organizations – from training leadership and staff to creating safer and more engaging Club environments.

Data represents YTD results through June.

18

BOYS & GIRLS CLUBS OF AMERICA

SUMMER 2019

SUMMER 2019 SCORECARD A snapshot of your national organization at work.

LEARNING EXPERIENCES

323 CLUB DIRECTORS

ACADEMY PARTICIPANTS

735 YOUTH DEVELOPMENT

16,792

INSTITUTE PARTICIPANTS (representing 131 organizations)

LEARNING EXPERIENCES

284 EXECUTIVE

through Spillett Leadership University

LEARNING EXPERIENCES

1,283 RESOURCE DEVELOPMENT LEARNING EXPERIENCES

RESOURCES/ASSETS

8

PROGRAMS & YOUTH DEVELOPMENT RESOURCES

TITLES: 1. CQI Online Toolkit - Targeted for April

2. 2019 Club Technology Planning Guide - Targeted for April

3. Diplomas to Degrees - Targeted for May

4. Triple Play Healthy Habits - Targeted for May

5. Triple Play Social Recreation - Targeted for May

6. Triple Play Daily Challenges - Targeted for May

7. Local Funding Toolkits - Targeted for May

8. MyFuture Computer Science Code Independently - Targeted for June

CONVENINGS

2000+

NATIONAL CONFERENCE ATTENDEES

765

AREA COUNCIL MEETING ATTENDEES Data represents YTD results through June.

19

1500+

NATIONAL KEYSTONE CONFERENCE ATTENDEES (TEENS & ADVISORS)

BOYS & GIRLS CLUBS OF AMERICA

SUMMER 2019

QUESTIONS & ANSWERS

Q&A

Q: Part of Great Futures 2025 is to increase the percentage of Club members reporting an optimal Club Experience to 75%. Given NYOI data, where are we and is this a realistic goal?

A: Since NYOI’s inception, the percentage of members who report an optimal Club Experience has increased from 35% to 40%. The Club Experience indicator is a key measure of a high-quality Club Experience and the guiding light for Great Futures 2025 because strengthening the Club Experience supports all three priority outcome areas of Academic Success, Good Character and Citizenship and Healthy Lifestyles. The measure is intended to be used to support continuous quality improvement. While the 75% goal is aggressive and aspirational, it speaks to the centrality of the member experience at the Club level. It says that we, as Boys & Girls Clubs, set the highest standards when it comes to the youth we serve. Our evaluation of the Club Experience has demonstrated the importance of youth development staff practices, effective management practices and an organizational commitment to continuous quality improvement to improve the Club experience for members.

Q: I’m a board member and I’m trying to better understand nonprofit accounting. Where can I learn more? Does the national office offer training?

A: There are some key differences between nonprofit and for-profit accounting. One of the most significant is the Generally Accepted Accounting Principles (GAAP) guideline on revenue recognition. In the for-profit world, revenue is recognized when associated expenses are incurred. For nonprofits, revenue is recognized when a pledge is made. With multi-year pledges, revenue recognition may not coincide with when the pledge is paid in full or when the associated expense occurs.

Additionally, the Financial Accounting Standards Board (FASB) dictates special guidelines for the Presentation of Financial Statements of Not-For-Profit Entities.

Throughout the year, BGCA provides board members and Club leadership with trainings, including the CFO Roundtable networking group and HR/Finance Leadership Exchange. For information on these trainings, please contact Chris Burton (cburton@BGCA.org).

There are also a multitude of resources available online, such as: • American Institute of CPAs offers nonprofit financial accounting and reporting resources.

• Financial Accounting Standards Board details nonprofit entity guidelines.

• Nonprofit Quarterly is updated on a regular basis and includes updates about the nonprofit legal and accounting landscape and perspectives on organizational strategies.

• The NonProfit Times provides board members and accounting personnel with insights to industry best practices.

• AICPA’s Not-For-Profit Board Responsibilities is a brief article on the duties and expectations of a nonprofit board member.

20

Based on input from Club staff, we have made several updates to our measurement tools, including an updated NYOI survey platform and the creation of pulse checks, easy-to-use tools for gathering more frequent feedback from youth and parents on programming, staff practices and Club environment.

To obtain the best possible data, we’re working to improve NYOI survey questions to ensure members understand them. New questions are being piloted this summer. We’re also expanding our measures of program quality beyond self-reported data to include staff observation tools and a Club environment checklist. The Youth Program Quality Assessment (YPQA) is a tool that will help Clubs assess the quality of their program. Working with the Weikart Center for Youth Program Quality, BGCA has adapted a version of YPQA specifically for Clubs. When used within a CQI system, the YPQA is a validated tool that provides clear standards of quality to develop a shared understanding of high-quality staff practices and identify coaching and training needs. Explore the CQI toolkit to learn more about CQI.

2019 PROGRESS TOWARD 2025 INITIATIVES Current Status Compared To Our 2019 EOY Goal Safety Assessment Site Visits

MyFuture Platform Members

CEO Talent Searches

Orgs engaged in Advancing Philanthropy

91%

76% 50% 19% 41 safety assessment site visits (out of 216)

38,116 members on MyFuture platform (out of 50,000)

4 CEO talent searches for local organizations (out of 8)* *an in-kind value of $485,000

568 organizations engaged in Advancing Philanthropy consulting (out of 625)

Great Futures Connections is brought to you by the Communications team at Boys & Girls Clubs of America.

To contact the editorial team, please email GreatFutures2025@BGCA.org.

National Headquarters 1275 Peachtree Street NE Atlanta, GA 30309-3506 Phone: (404) 487-5700 e-mail (general inquiries): info@BGCA.org BGCA.org

©2019 BOYS & GIRLS CLUBS OF AMERICA • 19-MKTG-0451