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GREAT FUTURES

2017 2020 Strategic Plan

Presented for Ratification at the February 4, 2017 Board of Trustees Meeting
Letter from the Executive Director
2017 2020 Strategic Plan

LETTER FROM EXECUTIVE DIRECTOR

What an honor it is for me to pen this letter. When I began as the Executive Director in April
of 2012, the landscape of the Boys & Girls Clubs of Monmouth County (BGCM or Club) was
vastly different from what it is today. During my first few months, most of my efforts were
focused on keeping the Club doors open rather than leading the organization in a deliberate
direction. Today, we are in a place where my senior leadership team and I have worked with
the Board of Trustees to reflect intentionally on where we have been, where we are, and where
we want to go. I am, therefore, pleased to present the BGCM Strategic Plan (Plan)
a document that embodies the hopes, vision, and aspirations of the entire organization.

In the spring of 2017, Boys & Girls Clubs of America (BGCA) published its Great Futures 2025
Strategic Direction. The strategic direction was shaped and validated in partnership with Clubs
across the country. It provides a roadmap for Clubs to follow whereby they can deliver a
positive Club experience, which can lead to life-changing outcomes for the youth in our nation.
Implementation of BGCMs Plan will coincide with activities surrounding the implementation
of the BGCA strategic direction, including the continued integration of the Formula for Impact1,
development of an ongoing quality assessment and improvement process, and increased
capacity and effectiveness of the Board of Trustees.

We are eager to move forward in addressing areas of weakness and building upon areas of strength
and potential across the five critical priorities identified in this Plan. We believe that this Plan, and
its particular focus on improving the quality of our programming, aligns well with and further
refines our collective efforts to achieve our goal of being the premier youth development organization
for at-risk youth in our area.

Thank you for taking the time to read our vision. I hope that you would consider partnering
with us as we embark on this journey to create a world-class Club experience for all those who
enter our doors. When you make an investment in the Club, you are ensuring that children in
our community will always have a safe, nurturing, and caring place to go where they will be
empowered to discover their potential and pursue their dreams.

In humble service to our youth,

Douglas Eagles
1
The Formula for Impact was developed by BGCA. It is defined in BGCAs Great Futures Start Here: A Formula for Impact as a research-based theory of change that
describes how individual Clubs and the Movement as a whole will increase our impactexponentiallyon the young people of America.
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 2017 2020 Strategic Plan

MISSION
We empower all young peopleespecially those who need us most

Mission & Vision

to reach their full potential as productive, caring, and responsible citizens.

VISION
We strive to be the premier youth development organization for at-risk youth and to provide
a world-class Club Experience that empowers every young person who enters our doors to
discover their potential and successfully pursue their dreams.

WE WILL KNOW WE ARE ACHIEVING MISSION & VISION WHEN:

W
 e are making measurable impact on our members: they go to school with few
absences, abstain from drug and alcohol use, graduate from high school, and enroll in
college or vocational school.
Our membership is steadily increasing and our members attend programming regularly.
W
 e have well-trained, high-achieving, professionally competent staff who are
committed to our mission, connect with the members we serve, and act as role models.
B
 oard members are effective in their role as ambassadors for the Club and are
actively engaged in fundraising and committee work.
W
 e are able to attract ample human and financial resources from individuals,
businesses, corporations, foundations, and the government to maintain financial
stability and support our mission and vision.
W
 e have safe, attractive, effective facilities for our members. These facilities are seen
as beacons of hope and achievement in the community.
O
 ur reputation for excellence is equal to or better than that of other nonprofits
serving at-risk youth.

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 2017 2020 Strategic Plan

STRATEGIC PLAN INTRODUCTION

This Boys & Girls Clubs of Monmouth County (BGCM or the Club) Strategic Plan (or the Plan) is
the culmination of an effort that began in January 2016 as a collaboration between Executive Director
Strategic Plan Introduction

Doug Eagles and the Board of Trustees. The process included interviews with trustees, staff members,
and other key stakeholders, an assessment of BGCMs strengths, weaknesses, opportunities, and threats,
as well as a board retreat and subsequent discussion at board meetings. Presented to the Board of
Trustees for ratification at the February 4, 2017 board meeting, this Strategic Plan will guide BGCM for
the next three years. This Plan is a living document, and it may be reinterpreted, modified, or adapted
as conditions change. Based on this Plan, BGCMs Executive Director will develop an Action Plan, which
will contain more specific, measurable objectives and strategies. It is the responsibility of the Board of
Trustees to ensure that all programs and activities are in line with BGCMs mission, priorities, and goals.

WHERE WE ARE TODAY

BGCM is financially healthy due to a concerted effort over the last three years to build a stable funding
base to support the Club. Doug Eagles assumed the role of Executive Director in 2012. When he took on
this role, the Club was struggling to keep its doors open, and Eagles was forced to consider options such
as shutting down the Red Bank Unit in order to continue serving youth in the Monmouth County area.
Eagles, along with strong board leadership, successfully navigated the Club through this uncertain time,
with both the Asbury Park and Red Bank Units intact. Today, BGCM has a total budget of approximately
$1.3 million, of which 36% is contributed by individuals through general giving and special events; 43%
from businesses and grants (i.e., corporations and foundations); and 21% from program- and facility-
generated income.

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 2017 2020 Strategic Plan

The Club is now in a position to think strategically about the future. In order for the Club to
take advantage of new opportunities, BGCM must address a number of organizational
challenges. These include:

1. MISSION IMPACT
BGCM leverages the Boys & Girls Clubs of America (BGCA) Formula for Impact
curriculum and programs. The Club also has successfully built strong partnerships
for programs and outreach. Nevertheless, membership is stagnating or declining at both
BGCM locations (Asbury Park and Red Bank). Demographic analysis indicates this is not
due to a decline in kids who need BGCMs services. More research is required to
fully understand the factors driving this decline in membership, however the
environmental scan identified a number of possible causes including: (i) uneven
program effectiveness due to inadequately trained staff members; (ii) declining facilities;
(iii) competition from other nonprofits and after-school programs offered by the schools;
and (iv) concerns over safety on the west side of Asbury Park. From a program stand-
point, BGCM must become more strategic in identifying what mission success looks
like at various age levels and how programs and partnerships help us achieve this success.
The Club needs to develop and implement tools to measure outcomes. Today, BGCM uses
KidTrax software to collect data; however, opportunities exist for staff to enhance the use
of this tool and take advantage of its various functionalities.

2. MANAGEMENT, STAFF CAPACITY, & HUMAN RESOURCES

The Club has strong leadership under the Executive Director, who has been building a
management/staff team beneath him. However, our current remuneration and benefits
structure is a major deterrent to skilled talent. It is our vision to recruit ambitious,
high-caliber employees and to invest in staff members who exhibit potential and need
more training to be successful. Hiring and retaining quality staff will be critical to improving
program effectiveness, therefore this is an area that requires significant investment and organization.

*AS OF SEPTEMBER 2016

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 2017 2020 Strategic Plan

3. FINANCE AND RESOURCE DEVELOPMENT

BGCM has experienced sustained fiscal growth over the last three
years. Execution of the Strategic Plan will require additional
resources, however significant growth in funding will also require
a demonstration that we are building our membership base and
are able to produce successful program outcomes. Resource
development has been led almost exclusively by the Executive
Director (without the support of a development director). Going
forward, the board as a whole will have to play a more active role
cultivating major gifts to support the Clubs mission and vision.

4. FACILITIES
The Asbury Park and Red Bank Units are located where the need is
the greatest. Although some investment has been made in facilities
and equipment, much more is necessary. Facilities in Asbury Park
are degraded, and space in Red Bank is limited. At a minimum,
BGCM must invest approximately $200-$300K in basic repairs at
the Asbury Park Unit over the next 2-3 years. BGCM leadership
has long envisioned a more extensive renovation and expansion of
this unit. Justifying a capital campaign for this type of investment
will require a feasibility study and more importantly, a clear vision
for how a renewed facility will both expand and improve
program impact.

5. BOARD LEADERSHIP
BGCM is building a strong board with depth and variety of
experience. In recent history, individual trustees have had limited
involvement in committee work. Such an investment of time will be
required to successfully execute this Strategic Plan. In particular,
the board needs to play an instrumental role leading the direction
of this Strategic Plan, cultivating donor support for Plan initiatives,
and serving as advisors on issues of finance, human resources, and
facility improvement.

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2017 2020 Strategic Plan

KEY STRATEGIC PRIORITIES & GOALS

Given these challenges, five critical priorities have been identified on which we will
focus in the upcoming three years. With the review and approval of the Board of
Trustees, BGCM will begin to implement the strategies put forth in this Plan. All aspects

Key Strategic Priorities & Goals

of this Plan work towards our aspirations for the Club, and the pace at which these
initiatives take shape will be determined by a number of factors, including the
availability of funding and the state of readiness of each component of the Plan.

1. MISSION/PROGRAM IMPACT
To make a meaningful and sustained impact on our members by consistently
providing a high quality out-of-school-time experience.
To increase membership, average daily attendance, and engagement of each member.

2. LEADERSHIP DEVELOPMENT: MANAGEMENT & STAFF

To develop a staffing model that will allow BGCM to attract, hire, and develop a team
of bright, enthusiastic, and accountable role models and leaders capable of effectively
executing impactful programs in a safe and nurturing environment and supporting
BGCMs mission.

3. RESOURCE DEVELOPMENT & FISCAL RESPONSIBILITY

To maintain commitment to fiscal responsibility while planning for the future.
To steward and cultivate donors to support BGCMs strategic vision.

4. FACILITIES
To maintain, improve, and expand facilities to support BGCMs strategic vision.

5. BOARD LEADERSHIP
To increase effectiveness and capacity of Board of Trustees and board committees
to support Strategic Plan execution and BGCMs mission and vision.

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 2017 2020 Strategic Plan

To be the premier youth development organization for at-risk

youth and to provide a world-class Club Experience that empowers every young
Strategic Plan Overview

person who enters our doors to discover their potential and successfully pursue their dreams.

LEADERSHIP
DEVELOPMENT: RESOURCE
MISSION &
MANAGEMENT DEVELOPMENT FACILITIES BOARD
PROGRAM
& STAFF & FISCAL LEADERSHIP
IMPACT Plan and fund capital
Hire and develop staff
RESPONSIBILITY repairs Increased board capacity
Greater impact on our leadership
members Continued commitment to Develop expansion plans in Enhance board member
financial secuirty & stability line with financial opportunity
Build a staffing model to effectiveness
Increased membership and attract bright, enthusiastic,
greater impact on community Develop long-term strategies Maintain physical program
and desirable role models Develop ambassadors for
for fiscal sustainability presence in Asbury Park the Club
Enhanced data-reporting tools Implement enhanced
Expand donor giving
performance management
strategies

Provide a safe environment to learn and grow

Foster on-going relationships with caring adult professionals

Deliver life-enhancing programs and character development experiences

Offer hope and opportunity

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2017 2020 Strategic Plan
PRIORITY #1: MISSION/PROGRAM IMPACT
GOAL: To make a meaningful and sustained impact on our members by
consistently providing a high quality out-of-school-time experience.
OBJECTIVE #1
Adopt & Implement the
Formula for Impact (FFI).
STRATEGIES
Ensure staff on-boarding process includes
a robust introduction to the FFI.
Provide intensive and periodic training to
all program staff on the FFI.
Develop and include FFI metrics in all
youth development professional (YDP)
staffs annual performance evaluations to
ensure that staff are held accountable to
its successful implementation.
Periodically observe and provide ongoing
feedback to YDPs regarding adherence to
FFI implementation.
OBJECTIVE #2 OBJECTIVE #3
Develop a Continuous Quality Develop Targeted Action Plans
Assessment & Improvement & Accountability Structures
Program to Enhance to Integrate BGCAs
the Club Experience. Out-of-School-Time
Best Practices.
STRATEGIES STRATEGIES
Develop and integrate a Quality Educate staff on the 10 best practices
Assessment and Improvement Program detailed in BGCAs research brief
into the program planning process. What Works for Building a Great Club
Experience.
Assess the current quality of programming by
utilizing the FFI Assessment. Ensure that staff performance evaluations
are tied to the successful implementation
Gather community data and identify youth of the 10 best practices.
interests and needs to ensure programs
are in alignment with survey results.
Develop improvement goals and action
plans around each element of the FFI.
Ensure outcomes for each program are
measured, tracked, and integrated into
program planning processes.
Achieve an optimal Club experience score
of 75% within 5 years.
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GOAL: To increase membership, average daily attendance, & engagement of each member.
OBJECTIVE #1
Determine the Overall
Youth-Serving Capacity
for Each Unit.
STRATEGIES
Determine the total number of
youth allowed as per child-care
licensing; work with licensing to
develop strategies to increase
maximum number of allowed
youth to establish target annual
growth-rates.
Utilize BGCAs Club Site Optimal
Capacity Form and Capacity
Measure Options to determine
the minimum and targeted average
daily attendance (ADA) levels; set
goals accordingly.
Determine the number of staff
necessary to maintain legally
required ratios and work with
the finance and resource
development committees to
align funding and budgeting
goals with staffing goals.
PRIORITY #1: MISSION/PROGRAM IMPACT
OBJECTIVE #2
Develop a Recruitment
Strategy for Out-of-School-
Time Programs, Focusing
on Recruitment, Outreach,
& Referrals.
STRATEGIES
Conduct further research into
demographic trends and public
perception of the Club and its
services to better understand
reasons for membership decline.
Pursue outreach strategies and
partnerships to attract members.
Develop framework for choosing
among alternatives to maximize
impact on membership and
balance cost/benefit of
executive partnerships (e.g.
staffing costs, moving
programs off-site).
Increase members frequency of
attendance and ADA by
10% annually.
2017 2020 Strategic Plan
OBJECTIVE #3
Develop a Retention
Strategy for Teens to
Ensure Continued Club
Member Participation
Year Over Year.
STRATEGIES
Develop and implement a
comprehensive incentive
and recognition program that
rewards Club members for
frequency of attendance
(e.g., 52 Club or 104 Club to
celebrate attendance for either
52 or 104 days).
Develop programming around
adolescent development
milestones to encourage
participation and engagement.
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OBJECTIVE #4
Upgrade Membership
Database Tracking System
And Ensure All Staff are
Properly Trained to Track
& Measure Data.
STRATEGIES
Develop a routine training sched-
ule to ensure all key staff are
properly trained and proficient
in the use of KidTrax, and tie
performance evaluations to this
tool.
Develop a program data dash-
board to track in real time key
data points
necessary for determining
overall program
effectiveness/success.
 2017 2020 Strategic Plan

PRIORITY #2: LEADERSHIP DEVELOPMENT: MANAGEMENT & STAFF

GOAL: To develop a staffing model that will allow BGCM to attract, hire, and develop a team
of bright, enthusiastic, and accountable role models and leaders capable of effectively executing
impactful programs in a safe and nurturing environment and supporting BGCMs mission.

OBJECTIVE #1 OBJECTIVE #2 OBJECTIVE #3

Cultivate Leadership Team to Ensure High Level of Institute a Merit-Based Pay
Effectively Hire, Oversee, & Professionalism & Effectiveness Structure & Benefits Plan to Attract
Develop Staff, & Manage of YDPs & Others Who & Retain Qualified Professional
Day-to-Day Operations. Work Directly with Staff & to Reward
Youth. Performance.

STRATEGIES STRATEGIES STRATEGIES

Analyze effectiveness of current
organizational structure and make
recommendations for improvements.
Assess strengths and weaknesses of
senior leadership team and design
individualized development plans
accordingly. Develop succession plan
for key roles.
Conduct a needs assessment and
prioritize a hiring strategy to fill key
positions.
Develop protocols and establish a marketing strategy to continuously develop Implement formal performance measurement
new sources of talent for an employee candidate pool. and feedback process.
Conduct an environmental scan of similar organizations and develop a At least every 2 years, evaluate health
competitive pay structure that positions the Club to attract and retain the care and benefit options and make
highest-caliber employees. recommendations for changes based on
organization/staff need, financial capacity,
Implement training and develop a staff on-boarding process that aligns with the FFI. and competitive advantage. Implement
upgrades if feasible.
Ensure YDP roles and responsibilities are aligned with the FFI and properly
understood by all staff. Conduct a cost-benefit analysis of
transitioning from a 401A to a 401K and
Develop and implement a performance management system tied to the FFI. make recommendations accordingly.

Create a system to continually assess staffing strategies and develop new Create a staff recognition program to
approaches (e.g., full- vs. part-time, experience, specialization) if/as required. highlight staff accomplishments and
successes. Implement and maintain.
Utilize contract staff for specific programs as appropriate.
Develop an educational incentives
Develop a volunteer recruitment strategy that fills critical programming gaps. program. Implement if feasible.
Ensure all volunteers are properly screened and trained.

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PRIORITY #3: RESOURCE DEVELOPMENT & FISCAL RESPONSIBILITY
GOAL: To maintain commitment to fiscal responsibility while planning for the future.
To steward and cultivate donors to support BGCMs strategic vision.
OBJECTIVE #1
Continue to Demonstrate Commitment
to Financial Security & Stability.
STRATEGIES
Collaborate with board committees and senior staff to
develop preliminary budgets and a comprehensive financial
forecast, which enables the Club to execute scenarios
envisioned by this Strategic Plan.
Develop and implement financial policies and procedures.
Examine the functional expenses of the organization to
ensure the Club appropriately and effectively maximizes its
program allocations
.
Collaborate with board committees and senior staff to
develop an annual report to share with donors and prospects
to demonstrate fiscal responsibility.
Build a cash reserve equivalent to six months operating expenses.
Establish a permanent endowment to provide consistent and
continuing support to Club programming.
2017 2020 Strategic Plan
OBJECTIVE #2
Expand Pool of Individual Donors
& Increase Non-Event Giving from
23% to 35% in Three Years.
STRATEGIES
Improve donor stewardship through timely thank-you notes
and regular outreach demonstrating the impact of giving.
Develop plan to specify how donors at various levels are
cultivated and stewarded with the goal of increasing gifts
over time.
Leverage strategic plan to highlight to potential donors the
importance of their support and how it will make an impact.
Develop a more compelling picture of What your gift
supports beyond the $1,300 sponsorship.
Increase board partnership in cultivating donors.
Evaluate effectiveness of events; focus on low-cost/effort
events that serve as a pipeline for major gifts.
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2017 2020 Strategic Plan
GOAL: To maintain, improve, and expand facilities to support BGCMs strategic vision.
OBJECTIVE #1
Increase Capacity to Plan for
& Fund Capital Repairs,
Improvements,
& Expansion.
STRATEGIES
Collaborate with finance committee to
develop a 3- to 5-year capital budget for
repairs and improvements.
Establish capital reserves to fund ongoing
repairs to facilities.
Conduct feasibility study among current
donors to determine the extent to which
support of a more significant capital
investment would be supported.
PRIORITY #4: FACILITIES
OBJECTIVE #2 OBJECTIVE #3
Maintain Physical Program Presence Maintain Red Bank Facility with
on the West Side of Asbury Park Minimal Investment
Where Need is Greatest. Improve (Space Is Leased)
& Optimize Facilities in Line with as Funds Allow.
Financial Opportunity.
STRATEGIES STRATEGIES
Address issues in engineering report for Determine needs for improvements and
1201 Monroe Avenue over time. secure partners to help in execution
(e.g. Lowes).
Increase access to safe parking for buses
and Club visitors/renters. Develop and enhance community
partnerships to secure additional
Secure space for executive/administrative program space as needed.
offices that promote focus on fundraising/
resource development and execution of
strategic plan.
Consider opportunity to build new facility
on lot at 1200 Monroe Avenue to expand
program/administrative space OR envision
expansion to 1200 as part of a greater
plan to optimize space between buildings,
coordinate improvements, etc.
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PRIORITY #5: BOARD LEADERSHIP
GOAL: Increase effectiveness and capacity of Board of Trustees and board committees to
support Strategic Plan execution and BGCMs mission and vision.
OBJECTIVE #1
Increase Capacity &
Effectiveness of the Board.
STRATEGIES
Increase number to trustees from 13 to 17.
Require that 100% of trustees contribute
financially to support the Clubs mission.
Engage all trustees in one to two
committees. Require that trustees are
actively engaged in work of committees.
Develop opportunities for regular board
training and development.
Establish a board evaluation system and
track engagement.
2017 2020 Strategic Plan
OBJECTIVE #2
Encourage All Trustees to
Serve as Ambassadors for the
Club & Its Mission.
STRATEGIES
Trustees should attend Club events,
introduce themselves to attendees to
learn about their connection to the Club,
and share their own view of why support
of the Club is important. BGCM staff can
support trustees in this role by providing
event guest lists and background
information in advance.
Trustees should assist with recruitment
of new volunteers to participate on board
committees, thereby cultivating these
individuals as donors as well as board
prospects.
All trustees should play an active role in
donor cultivation through thanking donors,
networking at events, making phone calls,
writing notes on solicitation letters, and
participating in donor cultivation meetings
with the Executive Director.
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 2017 2020 Strategic Plan

EXECUTIVE
BOARD OFFICERS BOARD OF DIRECTORS
LEADERSHIP STAFF

Douglas Eagles
Jennifer Collins Chris Harrison
Executive Director
Board President
Karen Odom Keith Harvey
Bruce P. Fromer, Esq.
Director of Administration
First Vice President Russell M. Johnston
Ebony Holloway
Brian A. Cheripka Oliver Jones
Childcare & Afterschool
Second Vice President
Program Director
Dr. Amy Peardon
Marion L. Candrea
Isiah Jones
Treasurer Frank Scheuer
Unit Director Asbury Park
Julie Warren Jennifer Smith, Esq.
Lisi Klus
Secretary
Communications Director

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