STRATEGIC PLAN
PREPARED IN ADVANCE OF 2024 BOARD RETREAT
Page 2 Executive Summary
Page 3 Our Vision
Page 4 Our Strategy
Page 5 Business Department: Strategic Priorities
Page 6 Human Resources: Strategic Priorities
Page 7 Philanthropy Department: Strategic Priorities
Page 8 Events & Marketing: Strategic Priorities
Page 9 Operations & Programs: Strategic Priorities
Page 10 Executive: Strategic Priorities
Page 11 Board: Strategic Priorities
2023 STRATEGIC PLAN VISION STATEMENT
BGCNV SHARED AGREEMENTS
1 MISSION: To enabling all young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens.
2 VISION: To be the premier youth development organization in Napa Valley, positively impacting the lives of youth and families for generations to come.
OUR CORE COMMITMENTS
1 EXCELLENCE: We are the leaders in youth development. We take a professional approach to our work, setting high standards and investing in the success of our people.
2 BELONGING: We create diverse, inclusive environments where every young person, caregiver, staff member, board member, and volunteer is valued respected and has a voice.
3 CONTINUEOUSE IMPROVEMENT: We have a relentless focus on progress. We make data informed decisions and embrace learning and innovation to increase our impact.
4 ACCOUNTABILITY: We act in ways that advance the impact and reputation of the entire Boys & Girls Club Movement.
5 IMPACT: We collaborate eagerly for the collective good. We serve where we can and how we can and in good faith. We do so knowing that good partners and strong competitors are key aspects of our success and growth.
OUR FLYWHEEL
The Flywheel is a strategic model that outlines a continuous cycle of actions and outcomes that drive the organization's long-term success. The wheel is a self-reinforcing cycle of activities and outcomes that, when consistently and incrementally improved over time, leads to significant long-term success. In the context of the Boys & Girls Clubs, the Flywheel illustrates how a focus on the quality of our staff elevates the member experience. This experience is used to drive stakeholder engagement, and the financial sustainability that accompanies that engagement, creates the conditions for sustainable growth, realizing our mission and vision over time. All of our strategies, goals, and achievements are leveraged using this flywheel as a basic component of the success of the Boys & Girls Clubs.
2023
STRATEGIC PLAN VISION STATEMENT
STRATEGIC INITIATIVES AND SMART GOALS
As a basic premise the Flywheel is an important tool with regard to focusing the collective efforts of the Boys & Girls Clubs. That focus, while important, relies upon the identification of specific, measurable, achievable, relevant, and time-bound (SMART) goals. For the purposes of the strategic Plan we have identified five Key Strategic Initiatives and the SMART goals identified in this strategic plan are aligned to support their achievement.
1 To connect our youth to passionate, dedicated, and skilled adults and immerse them in high impact enrichment opportunities that will inspire them to reach their full potential.
2 Meticulously select, nurture, and empower exceptional staff, cultivating a culture of respect, inclusivity, and professional growth within the Club and prioritize their well-being and professional development to create an passionate and inspired workforce.
3 To establish a robust and diversified engagement and fundraising ecosystem that ensures sustainable growth, enabling us to expand our programs and reach more youth in need throughout Napa Valley.
4 Optimize resource allocation, transparency, and stewardship to ensure long term fiscal solvency and empower the Boys & Girls Club to create a profound and lasting impact on our youth and the Napa Valley community."
5 To build a thriving community of care where youth are not only empowered to lead, succeed, and contribute but also actively engage in building a stronger, more compassionate, and united Napa Valley.
AGENTS OF SUCCESS
Business Department
Human Resources Department
Donor Relations Department
SMART GOALS
Events & Marketing Department
Operations & Programs Department
A SMART goal is a clear, well defined objective that is Specific, Measurable, Achievable, Relevant, and Time-bound, providing a structured framework for effective goal setting and achievement in various contexts. Every department has been tasked with creating three smart goals and laying out achievable benchmarks over a three year period to support it. Every SMART goal should align with at least one of the 5 strategic initiatives identified above.
S SPECIFIC
M MEASURABLE Measurables and resources that can be used to assess the status of the goal.
A ACCOUNTABILITY Who are the primary parties tasked with making this goal a reality.
R RELEVANT Does the goal align with the Club’s mission and long term objectives?
T1 TIME-CRITICAL Set realistic but ambitions benchmarks to achieve said goal.
T2 TIME- 1 YEAR Set realistic but ambitions benchmarks to achieve said goal.
T3 TIME- 2-3 YEARS Set realistic but ambitions benchmarks to achieve said goal.
* CEO/BOARD SUPPORT Identify ways in which the CEO or Board can support.
2023 STRATEGIC PLAN
Standard Operating Procedures (SOP)
Establish, implement, refine, or consolidate departmental SOPs.
Procedural Errors, Operational Efficiency
Business Department › Executive Leadership Team Direct Reports › › Stakeholder Feedback
In the wake of our growth and as a result of changes at the administrative level the organization needs to define these best practices to ensure organizational efficiency and accountability.
Create SOP framework and initial critical procedures for basic department functions and train stakeholders how to access the repository within 30 days.
Review SOPs with stakeholders to identify pressure points, clarity, necessary updates, accessibility and recommend new SOPs. Incorporate SOPs into Club Intranet.
Conduct Bi-Annual audits to assess adherence to SOPs, with a minimum compliance rate of 95% across all procedures.
The CEO will support by securing sample SOPs from other Boys & Girls Clubs. The CEO will review/approve all SOPs and provide a standardized framework for their development.
Automation
Enhance financial efficiency through automation.
Operational Efficiency, Financial Best Practices, Accounting Errors
Business Department
Automating these functions will improve efficiency and accuracy. Real time data integration across platforms will support accurate and up
Transition to QuickBooks On Transition Credit cards to Divy (Yes No)
Transition to on Automated Online Bill Pay system (Yes/No Goal: )
Apply integration between QuickBooks, Bloomerang, and QGiv (Yes/No Goal: )
Audit these integrations to identify pressure points, necessary updates, accessibility and recommend new programs or integrations.
Financial Literacy
Improve Financial Literacy across all departments.
Procurement Efficiency, Budget Variance, Accurate Forecasting
Business Department
Stakeholder Feedback
By ensuring Club employees understand the budget and their role in its creation and utilization, we ensure efficient resource allocation, responsible financial stewardship, and informed decision-making at every level of the organization.
Facilitate cross-departmental workshops in the creation of transparent and comprehensive departmental and site budgets that align with organizational goals and introduce tools and best practices with regard to procurement. Review and workshop variances in budgets at the site and departmental level to ensure efficiency and opportunities for expansion. Achieve 90% adherence to budget guidelines.
Achieve 95% adherence to budget guidelines (Yes/No Goal: )
Achieve 100% adherence to budget guidelines (Yes/No Goal: )
2023 STRATEGIC PLAN
Standard Operating Procedures (SOP)
Establish, implement, refine, or consolidate departmental SOPs.
Procedural Errors, Operational Efficiency
HUMAN RESOURCES DEPARTMENT GOALS
HR Department › Executive Leadership Team Direct Reports › › Stakeholder Feedback
In the wake of our growth and as a result of changes at the administrative level the organization needs to define these best practices to ensure organizational efficiency and accountability.
Update Employee Manual from its current 2016 version so that it is in accordance with all state laws (Yes/No Goal) Create initial SOPs and train stakeholders how to access the repository. (Yes/No Goal)
Review SOPs with stakeholders to identify pressure points, clarity, necessary updates, accessibility and recommend new SOPs. Incorporate SOPs into Club Intranet.
Conduct Bi-Annual audits to assess adherence to SOPs, with a minimum compliance rate of 95% across all procedures.
The CEO will support by securing sample SOPs from other Boys & Girls Clubs. The CEO will review/approve all SOPs and provide a standardized framework for their development.
Hire Great People
Implement targeted recruitment strategies that offer competitive compensation and benefits, and develop compelling Calls to Action (CTAs) and storytelling techniques to attract top talent.
Applicant Pool, Onboarding, Orientation
HR Department
We want the absolute best people. Hiring exceptional talent across all levels results in a workforce that is highly qualified, motivated, and aligned with our mission. Creating an environment that is both attractive before and after a start date is a crucial part of our organizational success.
Diversify the mechanisms used to attract top talent (hiring platforms, marketing, bonuses, etc). (Yes/No Goal: )
Launch a targeted outreach program to potential candidates who are not looking for a new job. (Yes/No Goal: )
Streamline Onboarding processes through automation and software (Yes/No Goal) Ensure the applicant pool meets current employment needs. (Yes/No Goal: )
Launch a bi-annual comparison study that examines pay across the industry and competing industries. (Yes/No Goal: ) Work with Executive Leadership Team to expand compensation to secure the interest of top talent. (Yes/No Goal: ) Increase the number of qualified applicants by 25%
Adopt an HR software that automates basic HR functions and integrates Benefits and Payroll (Yes/No Goal)
Retain Great People
Implement diverse staff retention tools to recognize, incentivize and professionally develop employees so that the case to stay is compelling.
Turnover, Exit Interviews, Survey Data
HR Department › Executive Leadership Team › Direct Reports › Stakeholder Feedback
Want to learn more?
Retention fosters continuity, stability, and quality in the programs and services we offer children and youth. High staff retention ensures experienced, knowledgeable, and passionate individuals work with club members, providing consistent and impactful mentorship.
Connect with us at Greg@letsgostudio.org
Launch an exit interview process that informs decisions/policies that may impact work culture (Yes/No Goal) Report PTO utilization rates and ensure staff are taking adequate time off. (Yes/No Goal)
Launch a perk program with local businesses offering exclusive discounts, benefits, and incentives. (Yes/No Goal) Launch a PTO Bank that allows employees to contribute and share PTO with colleagues facing unexpected personal challenges or emergencies. (Yes/No Goal)
Design and advocate for a wellness budget that prioritizes physical and mental health initiatives, offering employees access to resources, fitness programs, and stress-relief activities. (Yes/No Goal)
2023 STRATEGIC PLAN
Standard Operating Procedures (SOP)
Establish, implement, refine, or consolidate departmental SOPs.
Procedural Errors, Operational Efficiency
DR Department › Executive Leadership Team Direct Reports › › Stakeholder Feedback
In the wake of our growth and as a result of changes at the administrative level the organization needs to define these best practices to ensure organizational efficiency and accountability.
Create SOP framework and initial critical procedures for basic department functions and train stakeholders how to access the repository within 30 days.
Review SOPs with stakeholders to identify pressure points, clarity, necessary updates, accessibility and recommend new SOPs. Incorporate SOPs into Club Intranet.
Conduct Bi-Annual audits to assess adherence to SOPs, with a minimum compliance rate of 95% across all procedures. The CEO will support by securing sample SOPs from other Boys & Girls Clubs. The CEO will review/approve all SOPs and provide a standardized framework for their development.
Campaign Based Fundraising
Develop and execute comprehensive campaign strategies, enhancing donor outreach and engagement.
Overall Campaign based revenue, Number of Businesses and foundations Engaged in Campaigns
DR Department › Executive Leadership Team › Board of Directors ›
Expanding campaign based fundraising bolsters our financial capacity, allowing the Boys & Girls Clubs to provide greater support to local youth and the community.
Meet currently budgeted Campaign revenue goals (Monetary Goal: $60,000)
Meet Campaign participation goals (Engagement Goal: 20 Sponsors)
Expand campaign revenue by an additional 15% (Monetary Goal: $70,000)
Expand campaign participation by 25% (Engagement Goal: 25 Sponsors)
Launch End of Year Giving Campaign (Yes/No Goal)
Launch Alumni Giving Campaign (Yes/No Goal)
Launch Planned Giving Campaign (Yes/No Goal)
Launch Individual Giving/Reoccurring Giving/Parent Giving Campaign (Yes/No Goal)
Expand campaign revenue by 20% (Monetary Goal: $82,000)
Expand campaign participation by 40% (Engagement Goal: 30 Sponsors)
Grant Based Fundraising
Identify, apply for, and secure grants that align with current and potential initiatives that support the mission of the Club.
Foundation Grant Revenue, BGCA Grant Revenue,
DR Department
Executive Leadership Team Direct Reports Stakeholder Feedback
Expanding grant revenue bolsters financial sustainability and widens impact on youth development programs.
Want to learn more?
Meet currently budgeted Grant revenue goals (Monetary Goal: $475,000)
Establish interdepartmental grant application, implementation, and reporting procedures (Goal Yes/No)
Expand Grant revenue by 10% (Monetary Goal: $522,500)
Adopt Grant software that automates application and reporting functions and integrates w/ QuickBooks (Yes/No Goal)
Expand Grant revenue by 25% (Monetary Goal: $600,000)