Pathway to Success: A Strategic Plan for Growth and Innovation

PATHWAY TO SUCCESS: A STRATEGIC PLAN FOR GROWTH AND INNOVATION BOYS & GIRLS CLUBS OF METROWEST

STRATEGIC PLAN

2023

Letter from Board Chair TO OUR FRIENDS, PARTNERS, AND STAKEHOLDERS, The Boys & Girls Clubs of MetroWest (BGCMW) is so pleased to present the Strategic Plan 2023 - 2025. Through the generous in-kind support of the Harvard Business School Community Action Partners (CAP), BGCMW was able to establish longterm goals and the initiatives needed to achieve the goals. This process started in November 2022 and was officially voted on by the Board in May 2023.

I would like to thank the CAP Team (Olive Darragh, Usha Pasi, Mark Kadar, David Wilson, Eric Goorno, and Robert Fox), as well as all of the BGCMW staff who participated in the surveys, individual interviews and focus groups.

As a result of this project, you will find in this report that BGCMW has developed six strategic goals and 19 initiatives with measurable goals to guide decision-making over the next three years. We firmly believe that our work will lead to a sustainable budget and organization that will meet the needs of youth in the MetroWest region for years to come.

Now is the time when we call upon our friends, partners, and stakeholders to help us execute this ambitious plan. The Board and staff will develop and present annual work plans, dashboards, and updates that will include your participation to help us reach new levels of impact.

Help us do whatever it takes to build great futures!

Larissa Thurston

Larissa Thurston CEO, St. Mary's Credit Union Chair, Boys & Girls Clubs of MetroWest Board of Directors

Pathway to Success: A Strategic Plan for Growth and Innovation

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Mission & Vision Mission The mission of the Boys & Girls Clubs of MetroWest (BGCMW) is to provide social, educational, physical, and cultural programming for the boys and girls of the MetroWest. The intent of our programs is to enable all young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens.

Vision BGCMW provides safe places, caring mentors and lifeenhancing programs that prepare kids and teens for great futures. Every young person deserves to be well prepared for life after school. We do "whatever it takes." This is our mantra, our promise, as we help kids become their best selves on their paths to great futures. Focusing on key areas, we: create safe places, provide caring mentorship, support youth mental health needs, and bridge the workforce readiness gap. As a facility-based organization, youth have access to a broad range of intentional learning activities on a daily basis.

Pathway to Success: A Strategic Plan for Growth and Innovation

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Strategic Goals STRATEGIC GOAL #1: IMPACT

STRATEGIC GOAL #2: REPUTATION

Deliver life-enhancing programs focused on academics, health, and leadership in a safe place.

Uphold and enhance our reputation as the premier youth development organization in Hudson, Marlborough, and Framingham.

Program Quality Review: Engage frontline staff in an ongoing review of programs to determine what should be added, refined, or deleted.

Teen Programming: Develop 1-2 new programs focused on teens in order to bring this demographic back to the Clubs.

Program Alignment: Realign program offerings around Boys & Girls Clubs of America's framework of Academic Success and Achievement, Character and Leadership, and Healthy Lifestyles.

Awareness: Develop and implement a community awareness program with a media strategy, including monthly events to enhance the reputation and visibility of the Clubs and their impact.

Parent Engagement: Create a forum to engage the existing parent community and look to expand parent involvement in improving the BGCMW experience.

Board Engagement/Ambassadorship: Develop a detailed engagement plan for the Board to help build BGCMW's reputation including looking across all constituents/potential funders and outlining the Board role, timeline, and metrics. This may include developing a special ad-hoc Board committee.

Pathway to Success: A Strategic Plan for Growth and Innovation

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STRATEGIC GOAL #3: THE FUTURE IN FRAMINGHAM Invest in relationships, programs, and a facility that secure BGCMW's standing as a destination of choice for youth in Framingham.

Increase Engagement with Federal, State, and City Officials: Identify key officials, e.g., Congresswomen Clark and Trahan; State Senator Spilka and State Representatives Lewis and Sousa; Mayor Sisitsky; and District 7 City Councilor Mallach. The Board will agree on an introduction and active engagement plan for each.

STRATEGIC GOAL #4: STAFF & CULTURE Advance the commitment to a diverse and engaging staff culture that prioritizes guiding, coaching, and motivating youth to be successful.

Enhance Training: Club Directors will work with front-line staff to develop a prioritized, engaging training plan for all BGCMW employees.

Cross-Club Engagement: Form at least two cross-Club teams assigned to complete a key strategic initiative (e.g. program review, alumni engagement, parent engagement, training plan, cross Club rotation schedule.

Local Outreach: Focus on outreach at six high-need schools south of Route 9 and within a one-mile radius of the Framingham Club. Secure introductions with School Principals and PTO leaders.

Staff Evaluation, Feedback, Recognition, and Rewards: Design and implement a staff evaluation mechanism that encourages regular, open feedback, alongside a recognition program.

Facility: Prepare a detailed scenario analysis that quantifies the financial and timing requirements for the likely options of a new or improved Framingham Clubhouse.

Staff Connectivity: Ensure staff meetings are interactive by encouraging staff input on design and sharing leadership; establish a regular vehicle to share information and updates with all staff.

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STRATEGIC GOAL #5: METRICS

STRATEGIC GOAL #6: SUSTAINABILITY

Develop metrics and narratives that demonstrate BGCMW's unique value to the community, donors, youth, alumni, and their families.

Ensure that BGCMW has the resources, capacity, and connections to ensure a thriving, intentionally inclusive, highquality nonprofit serving youth and the community.

Internal Metrics: Based on strategic plan dashboard designs, Club leadership teams agree on which metrics are most important to review on a monthly, quarterly, and annual basis and develop a plan for collecting, tracking, and reporting on those metrics.

Organizing Around BGCA: Consider reorganizing and reporting external metrics around BGCA's framework of Academic Success and Achievement, Character and Leadership, and Healthy Lifestyles.

City/State Funding: Review funds available at the City, State, and Federal levels and do an assessment of where BGCMW could seek more funds and develop a plan for soliciting those funds.

Source Additional Revenue to Ensure a Thriving Organization: Build a plan to increase (a minimum to cover inflation +2%) or at least maintain revenue from current sources of individual, corporate, and foundation donors and existing or new programs. This will also support a plan to include targeted costs for supporting new staff and promotion costs.

Transportation: Resolve the transportation issue through contracts, focused funding, and/or internal resources to ensure that all youth can safely get to and from the Clubs.

Board Development: Refine the structure of the Board of Directors and assign specific Board Members to execute strategic plan initiatives.

Pathway to Success: A Strategic Plan for Growth and Innovation

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Strengths, Weaknesses, Opportunities & Threats STRENGTHS OF BGCMW

WEAKNESSES OF BGCMW

Reputation: Living the mission No one turned away Safe, supportive space Focused on youth development

Growth/Strategy Plan: Lack of clear plan Limited organizational understanding of strategy

Finances: More stable Operationally sound Staff: Stable and knowledgeable Dedicated senior staff Strong Club leadership Board: Reinvigorated & engaged

Staff: Need an enhanced culture of staff development across career lifecycle Need a focus on training and support Non-competitive salary levels Instability in the senior finance role Metrics: Limited understanding internally and externally

Marlborough Public Schools: Deep, strong relationship

Pathway to Success: A Strategic Plan for Growth and Innovation

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OPPORTUNITIES OF BGCMW

THREATS OF BGCMW

Framingham: Deepen relationships

Framingham: Instability of current space and the current real estate market

Fundraising: Expand and solidify fundraising categories Growth Plan: Enhance the range/types of programs Solidify location in Framingham Board: Enhance involvement and leverage support in fundraising and operations DEI: Intentionally focus more at the Board and staff levels

Finances: Non-renewal of one-time COVID related funding Transportation: Challenges in securing contracts/bus drivers which is causing declines in attendance and limiting growth Marlborough Public Schools: Current contract is set to expire in 2024 Staff: Turnover Succession concerns

Pathway to Success: A Strategic Plan for Growth and Innovation

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Collaborators STRATEGIC PLANNING FACILITATORS A special thank you to the Harvard Business School Community Action Partner program, which facilitated the strategic planning process in-kind!

Olive Darragh Usha Pasi Mark Kadar David Wilson

STAFF Chris Duane, President & CEO Laura Terzigni, Vice President Maryann LeBlanc, Director of Finance & Benefits Barbara Tolland, Director of Operations Barbra Masterson, Happy Hours Preschool Director Heather Prescott, Child Care Director Tammi Pudlo, Framingham Club Director Mike Rugg, Hudson Club Director Steve Zepf, Marlborough Club Director And numerous other full and part-time staff

Eric Goorno Robert Fox

STRATEGIC PLANNING COMMITTEE Dave D'Angelo Angela Scott Lauren Todd

BOARD OF DIRECTORS Bob Borek Rosemary Corley Trish Davidson Meg DeLanders Michelle Hillman Kay Hodge Dominique Jean-Pierre Rev. Dr. J. Anthony Lloyd Kerri Madnick

Pathway to Success: A Strategic Plan for Growth and Innovation

Janel Maysonet Maura Navin Jim Patterson John Petrin Maria Stearns Chris Tracy Larissa Thurston Jeff Tucker Ken Vonasek

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