Boys & Girls Clubs of San Francisco (BGCSF) is pleased to have a new strategic plan, charting a course for the organization for the coming five years. BGCSF is a critical provider of services to youth and their families in San Francisco and beyond, with over 130 years of experience in the field of youth development. Our organization is also a leader in the Boys & Girls Club Movement across the United States.
COMMITMENTS THAT ARE FUNDAMENTAL TO WHO WE ARE
Youth First Commitment to Quality Integrity OutcomesDriven Professionalism Teamwork Collaboration
“ WE BELIEVE WHOLE-HEARTEDLY IN THE POWER AND POTENTIAL OF YOUNG PEOPLE.”
At BGCSF, we believe wholeheartedly in the power and potential of young people, and we remain optimistic about the future of San Francisco and the Bay Area. This plan builds on three very successful previous plans and lays out what our Board and staff hope to accomplish in the coming years to advance Boys & Girls Clubs of San Francisco as a bedrock institution in our city.
This new plan continues to put the best interests of our Club members front and center, with staff from across the organization having informed and influenced the path forward.
Everyone associated with BGCSF is committed to working hard to successfully accomplish the goals and objectives in this plan. I am grateful to the staff, Governors, Trustees, Emeritus Board members, NextGen members, and all our volunteers who serve this organization in incredible ways. Our future success depends on these groups remaining passionate and committed to ensuring that BGCSF thrives!
Rob Connolly President
BGCSF's highest priority is the safety and wellbeing of the youth we serve. We understand and take very seriously the responsibility we have for ensuring the safety of the young people in our program. We emphasize this responsibility starting with staff first-day orientation and continuing with annual safety training days, monthly policy reviews, internal facility audits, external safety assessments, best practices for building design, and annual self-assessments.
Our work is grounded in Positive Youth Development , which guides how we shape experiences and relationships
that promote resilience, strong character, and long-term success.
We know it is the overall Club Experience — the power of enriching programs in youth-centered environments where adults and youth work in partnership; fun, new experiences; and supportive relationships — that connects children and teens to their Club, and ensures they participate often and remain engaged through high school.
Our goal is to positively impact the lives of Club members by focusing on the four essential outcomes of Our Formula For Impact.
FORMULA FOR IMPACT
THROUGH THIS PLAN, WE AIM TO SERVE 17,000 YOUTH ANNUALLY BY 2028.
Rob Connolly
OUR STRATEGIC PRIORITIES
Successful execution of our strategic priorities will be supported by the work of nine Board committees composed of strong professionals from our community who share their time, talent, and experience.
ENHANCE PROGRAM QUALITY AND DELIVER CONSISTENT OUTCOMES FOR YOUTH
Opportunity for Improvement:
Ensuring consistency in program delivery across all locations allows us to provide every young person with an optimal Clubhouse experience.
To ensure consistent, highquality programming across all Clubhouses, we have established a Staff Development & Program Quality Team to provide real-time coaching, revised staff schedules to better meet program needs, and built staffing redundancies to support strong service and operations. We will also restructure our Citywide team to better align resources, expand our Behavioral Health Services team to support members’ socioemotional needs, and engage with the national Youth Impact Network to adopt and share best practices.
GROW YOUTH PARTICIPATION AND EXPAND THE REACH OF OUR SERVICES
Opportunity for Improvement:
Increase participation at underutilized Clubs, strengthen teen engagement and grow year-round participation, and increase attendance at Camp Mendocino year-round.
To grow youth participation and expand our reach, we have taken a first step by hiring a Membership Outreach Specialist. Moving forward, we will use data and youth and caregiver feedback to guide engagement strategies and will invest in transportation services to improve access. We will expand capacity through larger Clubhouses in Sunnydale and eventually the Tenderloin, explore new Club locations, and strengthen teen participation through targeted programming and staff development.
Our goals include serving 17,000 youth annually, increasing daily and weekly attendance, expanding Camp Mendocino participation, and enhancing offerings in sports, arts, and youth leadership.
5.
STRENGTHEN ORGANIZATIONAL CAPACITY
1. 2. 3. 4.
Opportunity for Improvement:
Growing our organization’s overall capacity to ensure long-term sustainability.
We are focused on strengthening the organization’s long-term sustainability by recruiting dynamic board and volunteer leadership, enhancing major gifts fundraising through new staff and tools, and ensuring strong financial planning and cost management. Enhancing capacity includes expanding public sector partnerships, securing funding for capital projects like the new Tenderloin Clubhouse, and exploring earned income opportunities to diversify revenue streams.
ENHANCE STAFF RECRUITMENT AND DEVELOPMENT
Opportunity for Improvement:
Total rewards, professional development, and stronger leadership in Human Resources will help BGCSF strengthen recruitment, lengthen tenure, and grow our own leaders.
To attract, retain, and grow top talent, we will assess and adjust salary ranges to stay competitive, invest in leadership development, and expand in-house training focused on career advancement. We’ll introduce an extended time off program to support staff retention, strengthen our Human Resources capacity, and improve communication around our total rewards program to ensure staff feel valued and supported.
IMPROVE MARKETING AND COMMUNICATIONS STRATEGIES
Opportunity for Improvement: Improved communication strategies ensure that our message reaches and resonates with diverse audiences, driving deeper engagement.
We will build stronger brand recognition as a critical support for youth and families, expand our digital marketing strategies and outcomes, deepen relationships with the public sector through focused government relations, and champion the new membership model through targeted member recruitment and outreach.
MEASURING OUTCOMES TO ENSURE IMPACT
BGCSF continuously collects relevant and meaningful data in order to understand the effectiveness of our programs and services. Collecting, reflecting on, and using data is a natural part of the work, contributing to an outcomes-driven culture throughout all of our Clubs and at Camp Mendocino.
BGCSF uses a combination of quantitative and qualitative data collection methods to gather outcomes data and feedback from our youth and their caregivers. This includes surveys, observations, “pulse checks,” and individual outcomes tracking. BGCSF also identifies relevant external data for comparison and for support in setting our internal benchmarks.
CONTINUOUS QUALITY IMPROVEMENT
BGCSF is committed to continuous growth and quality improvement. This is a mindset that invites feedback as an opportunity to grow and improve.
THE NEW SPRINGER CLUBHOUSE IN SUNNYDALE
Since 1991, BGCSF has had a strong presence in Sunnydale, supporting youth and families through the Sunnydale Clubhouse, Camp Mendocino, and citywide programs. For over a decade, we’ve worked to build a brand-new, state-of-the-art Clubhouse as part of the community redevelopment led by Mercy Housing and Related Builders. The new Clubhouse opened in September 2024. Over the next four years, we expect to serve 4x as many youth (135 youth per day) in a space that is safe and inspiring for youth ages six to 18.
THE TENDERLOIN CLUBHOUSE
The Tenderloin has the densest concentration of youth in the City and we have operated a Clubhouse in the heart of the community since 1996. 80% of our Tenderloin Club members live in the neighborhood and we are proud of our strong presence and highperforming Clubhouse. As we look to the future, it is clear that we need to address the operational challenges and staffing inefficiencies caused by having multiple small spaces spread out across the neighborhood.
With this in mind, BGCSF is excited to be exploring opportunities to purchase property and develop a new Clubhouse in the Tenderloin. Our goal is to build a full-scale Clubhouse, complete with a High School Services Center, Middle School Room, Learning Center, Art Studio, a Multi-Purpose Room, Dining Room and Kitchen, a room for Behavioral Health Services, and staff offices and meeting spaces. We aim to reach 135 to 150 youth per day and have a robust teen program, building on the legacy of strong teen services in the Tenderloin community.
“ Sunnydale is my home, and I love my community. But the truth is, my community has been through a lot. For me, the Boys & Girls Club has been a powerful source of hope and healing. The Club gave me a sense of belonging and a community of people who believed in me. In the future, I hope to go to college to study psychology and to help people better understand themselves — just like the Club helped me.”
—MAJESTIC 11-year member and the 2025 Springer Clubhouse in Sunnydale Youth of the Year
