IMPACT 2025 … · Media Subcommittee by August, 2019; Create and maintain a Communication and Marketing Policy and Plan and policies (website, social media, print, mailers, flyers,

Great Futures Start Here

IMPACT 2025STRATEGIC PLAN

BOYS & GIRLS CLUB OF SANTA CLARITA VALLEY

IMPACT 2025Dear Friends of the Boys & Girls Club of Santa Clarita Valley,

First and most importantly we want to say THANK YOU!

THANK YOU to all the members of the Boys & Girls Club of Santa Clarita Valley who have given more than you have received, who have brightened the lives of all those you touch, who challenge and inspire us.

THANK YOU to all the parents who have entrusted us with your children, who have contributed so much to what we do, who have encouraged and motivated us all.

THANK YOU to the youth development professionals who have worked tirelessly to make the Club better and to make every child and teen who walk through the Club doors feel welcome and important.

THANK YOU to the Board who volunteer their time and resources and who have made the Boys & Girls Club of Santa Clarita Valley the best youth development program in the valley for over 50 years!

And THANK YOU to all of our community partners who help make this happen through your donations, your time, your ideas, your motivating words, and for always being there for us.

THANK YOU. THANK YOU. THANK YOU.

The Boys & Girls Club of Santa Clarita Valley turned 50 in 2018. 50 years young! We’ve come a long way since we were founded in 1968 as the Boys Club of Newhall-Saugus when a group of community leaders came together to address the growing issue of latchkey children in the area.

With 1,500 children and teens enrolled and an additional 3,500 impacted through outreach we are making a positive impact on youth in our community every year. We have two clubhouses, a broad range of programs, and the most competent staff ever.

As the Santa Clarita Valley grows so does the need. The valley’s growth is both in population and geography. Feeling that need, our board directed an update to our strategic plan.

Guided by our vision of transforming and inspiring the lives of all Club members to strengthen the communities that need us most, the Boys & Girls Club of Santa Clarita Valley has taken an intentional and reflective journey to understand where we are, where we need to be, and the planning and execution to achieve our goal to maximize our positive impact on the young people who depend on us.

Building on the strong foundation of our current staff, operations, and funding, our IMPACT 2025 plan brings together our whole community to collaboratively prepare our Club members for success in the 21st century.

BOYS AND GIRLS CLUB OF SANTA CLARITA VALLEY

Our mission is to inspire and enable all youth, especially those who need us most, to reach their full potential as productive, caring, and responsible citizens.

We have identified and emplaced seven enabling pillars to accomplish our mission:

• Supporting Academic Success • Providing a Second Home • Membership • Building Leaders • Healthy Lifestyles • Continuous Evaluation • Transportation

Enabled by our Pillars, our strategic plan provides our detailed plan to accomplish our mission in the coming years. This plan focuses on 5 measurable goals:

• We are targeting 3,000 members with a high impact experience for 1,200• To serve our communities and youth population we will be opening a new location• We will strengthen our programs to serve the growing needs of our youth• We will recruit and retain the highest quality staff and volunteers• To do all of this we will need to grow our annual support to $2.2 million and preserve our programs with a strong reserve

The development of this strategy has been a thoughtful, engaging, and, sometimes, emotional process that took place over several months in the spring of 2018. We want to thank the 23 board members and youth development professionals that went above and beyond to craft and to own our Impact 2025 strategy.

We hope you join us on this ambitious journey!

Ann-Marie Bjorkman Matthew NelsonBoard President Chief Executive Officer


VISIONTo meet our community’s need and transform the lives of youth who need us most by assuring that all our members are on track to graduate from high school, with good character and citizenship, and living a healthy lifestyle.

MISSIONTo inspire and enable all youth, especially those who need us most, to reach their full potential as productive, caring, and responsible citizens

VALUES

Respect: We recognize that each person has equal, intrinsic worth and deserves to be treated with dignity.

Integrity: We operate with honesty and hold ourselves accountable for all words and actions.

Excellence: We set high expectations and work hard to achieve them by engaging in continuous learning and improvement.

Teamwork: We collaborate openly on common goals to leverage the expanded knowledge of our entire community.

Innovation: We seek out and embrace new possibilities that can increase our impact.


Supporting Academic Success• Dedicated staff and space• Innovative educational programming• Support and collaborate with schools• Education goal setting support

Providing a Second Home• Neighborhood Clubhouses• Open and affordable to all• Consistent Youth Development Professionals• Emotional and physical safety• Family & community collaboration• Programs based on youth interest• Freedom to choose

Membership• Key support through multiple years & key transitions• Frequency of attendance

Building Leaders• Teen focused programming• Career exploration• Small group & individualized mentoring

Healthy Lifestyles• Supportive relationships• Fun and engaging• Sports & fitness• Healthy eating habits• Programs based on youth needs

Continuous Evaluation• Clear goals aligned to impact• Performance improvement

Transportation• School to Club• Field trips & sports leagues

PILLARS, GOALS, OBJECTIVES & ACTIONS


Goal One: Deepen ImpactObjective One: Double the number of youth enrolled to 3,000 by 2025

• Action One: By June of 2019, develop plan to grow youth enrolled by 10.5% per year. Review and update the plan yearly in January.

Identify and analyze interests and needs to guide our growth and growth enablers. Define new growth-oriented programs and augment existing programs.

• Action Two: Yearly in September, January and June, expand and update programs at each site.

Expand existing programs through marketing and leveraging partnerships with other agencies; define programs and services in partnership with others; define 5 new programs, one in each of the five core program areas at each clubhouse; introduce at least one new program each season.

• Action Three: Yearly in January, assess facilities and Infrastructure to identify 2 areas at each Clubhouse for updates or upgrades to maximize member capacity: □ Existing facility capacity and potential upgrades □ Transportation needs □ Partnering approach with schools, city, county, state, federal government, and other non-profits □ IT needs and upgrades

Objective Two: By increasing members having a high impact Club experience to 1,200

• Action One: Based on the needs and interest assessments, develop and implement a plan to increase the number of members having a high impact Club experience. Update the status in January of each year. • Action Two: Develop a small group program that will increase the number of youth attending the Club 52 times a year. Be consistent with, and expand upon, the 5 core area programs defined in Goal One, Objective One. Update small group plan annually in June.

• Action Three: Update the Member of the Month program in August of each year to recognize member achievements and good character at monthly program meetings. □ Include new incentives each year. □ Be consistent at all Club locations. □ Recognize on social media.

• Action Four: Develop the “52 Club” to recognize and encourage regular Club attendance. Include public recognition for different levels of attendance (5, 104, 156,…). Update in July of each year.


Objective Three: By opening a new location

• Action One: By December of 2019, using demographic profile of the valley and other inputs, determine the area(s) of greatest need for new locations.

• Action Two: By April 2020, draft guidelines, including selection of new location target(s) based on needs and resources necessary for implementation and operation. Target a total of 600 members served (ADA of 240) by 2025 with a goal of 100 members enrolled in the first year opened.

• Action Three: Develop new location launch strategy by September 2020. Include leveraging our financial strength, partnering with schools, city, businesses, and the community. Include a marketing strategy with timing for the new locations

• Action Four: Implement the new location plan. Report quarterly starting in January 2021.


Goal Two: Improve program quality Objective One: By recruiting and retaining the highest quality staff

• Action One: Using the needs and interests and staff inputs, assess staff capacity and positions based on current assignments and recommend changes in April for the Summer and July for the school year. □ Achieve staff to member ratios of 1 to 20 ADA. □ Include leadership, program staff, administrative, and new positions. □ Include support staff such as volunteer management and fundraising, including grant writing and reporting.

• Action Two: Update staff development plan to meet current and future needs in January of each year:

□ Define current needs and organization gaps □ Define a staff growth plan including assignments and training. Define growth plan based on BGCA guidelines, growth needs, and staff input. Consider multiples sources for training, including partnering with colleges and city. □ Provide Program Staff with 10 hours of youth development training per year.

• Action Three: Based on staff feedback, annually upgrade the staff experience focused on capability growth, positional growth, recruiting and retention by February 2020.

• Action Four: Assess current local market trends on salary schedules and retention strategies to recruit and retain high quality staff by February 2020.

Objective Two: By recruiting and retaining the highest quality volunteers

• Action One: Develop a volunteer management plan including a model for recruiting, selecting and managing volunteers to maximize return to club, considering impact on staff. Explore partnerships \ with the city, colleges, unions, and similar organizations. Update annually in October.

• Action Two: Implement upgraded selection and training programs for volunteers focused on current programs annually in March.

• Action Three: Annually in August assess the Governing and Advisory Boards skills looking for gaps to guide new Board Member recruitment to fill empty slots as they arise.

• Action Four: By August 2019 create an Advisory Board plan to formalize roles, responsibilities, and onboarding.

Objective Three: By Strengthening Operating procedures

• Action One: Update Employee Handbook (including updates to job descriptions and pay guidelines) annually in February.


• Action Two: Using the Annual Audit as a guide and internal and external assessments of Best Practices, update Financial Management policies and procedures in June.

• Action Three: Form a Board Led Safety Committee to conduct an annual club safety review in January of each year; review and update Safety policies and procedures before each Summer and Fall session. (April and July)

• Action Four: Form a Communication and Marketing Committee (include parents), including a Social Media Subcommittee by August, 2019; Create and maintain a Communication and Marketing Policy and Plan and policies (website, social media, print, mailers, flyers, etc.); implement a web-based parent communication plan. Update annually in August.

• Action Five: Centralize program reporting and procedures in an Operations Manual by July, 2019. Review Annually in July.

• Action Six: Form a Board-led committee to develop IT Plans, Policies & Procedures including: □ Security □ Safety □ Maintaining and replacing equipment □ Keeping broadband capacity current

Update needs yearly in October.

Goal Three: Strengthen the organization Objective One: By growing annual support to $2.2M. • Action One: Define annual resource needs to support program quality and growth by November of each year. (Need initial in April 2019) Grow support by 9% annually: • 2019 – $1.3 M • 2020 – $1.4 M • 2021 – $1.6 M • 2022 – $1.7 M • 2023 – $1.8 M • 2024 – $2.0 M • 2025 – $2.2 M

• Action Two: By May 2019, form a Fundraising Committee to develop an annual fund development plan focused on meeting the annual goals through initiating and building donor relationships. Update Annually.

• Action Three: By July 2019, integrate the marketing strategy to support fundraising efforts. Update yearly in July.

• Action Four: By October 2019, form a Board Led Financial Growth Team to address: □ Business Partnerships: identify one new corporate partner per year to support programs, events, and projects. □ Endowments: set yearly goals, endowment policies, and the. annual strategy. □ Planned Giving: set Planned Giving yearly goals, policies, and the annual strategy.

Update yearly in October. Objective Two: By developing a year’s operating reserve

• Action One: Define operating reserve goals by July 2019. Update annually in July.

• Action Two: Develop a Reserve Policy to address accumulation, communication, and decision process and authority for use of the reserve by August 2019.

• Action Three: By October of each year, develop and update an Investment Plan to guide the Endowment Fund and investment of the Operating Reserve.


BOARD OF DIRECTORSChair: Ann-Marie Bjorkman, Team Bjorkman

Immediate Past President/VP Board Development: Wayne Crawford, Santa Clarita Concrete

Secretary: Gloria Mercado-Fortine, Global Education Solutions

Treasurer: Terry Martin, Martin & Company

Directors

Jared Birchall, Private Financial AdvisorMatt Carpenter, Five PointTom Dierckman, M6Advisors, LLCDr. Diane Fiero, College of the CanyonsAndy Gallardo, Kaiser PermanenteG. Marshall Hann, Law Offices of G. Marshall HannCarl Kanowsky, Kanowsky & AssociatesJenny Ketchepaw, Citizen BankCaptain Robert Lewis, Santa Clarita Valley Sheriff StationFrank Oviedo, City of Santa ClaritaRichard Sandnes, Mr. Stax Inc.Mike Vierra, William S. Hart Union High School DistrictLee Watters, The Watters Group

Matthew Nelson, Chief Executive Officer


LEADERSHIP STAFFMatthew NelsonChief Executive Officer

Janine FairallDirector of Operations

Ali CampbellResource Development Director

John KimSierra Vista Branch Manager

Abby Gutierrez-BuddeJames T. Ventress Branch Manager

Documents

IMPACT 2025 … · Media Subcommittee by August, 2019; Create and maintain a Communication and Marketing Policy and Plan and policies (website, social media, print, mailers, flyers,