Transparency to donors and stakeholders on the BGCMD budget … · Goal 1: Manage finances with...

Goal 1: Manage finances with integrity

Objective 1: Transparency to donors and stakeholders on the BGCMD budget each year

Action 1: Update current policies, audits and tax returns for public viewing on the website on a quarterly

basis

OPR: Finance Department, CFOLast Updated:1/12/16

Tasks Due Date Status

Post Board approved audit on BGCMD website

1/31/15

Post Board approved Tax Return on website 1/31/15

Post BGCMD policies on website 1/31/15

3

Goal 1: Manage finances with integrity

Objective 1: Transparency to donors and stakeholders on the BGCMD budget each year

Action 2: Audit with a clean opinion



Prepare BGCMD books for auditor arrival

10/20/15

Assist auditors during on-site testing

10/20/15

Present to Board for approval 1/19/16

4

Goal 2: Recruit and retain the highest quality staff and volunteers

Objective 1: Retain quality staff

Tasks:


High Performer Identification Plan

Review Fall 2014 employee performance reviews

Select high performers and present to Leadership Team for final review

Leadership Team to select 5 high performers per year

Develop individual professional enhancement plan for each high performer

Fall 2014 Winter 2014 Summer 2015 Fall 2015

Action 1: Develop a system to identify effective performers by 2015

5


Objective 1: Retain quality staff

Action 2: Align compensation with market comparison analysis for full-time and part-time employees

annually

OPR: Finance Department, CFOLast Updated: 1/12/16

Task Due Date Status

Research and identify unique advantages of BGCMD employment

12/31/14

Create unique advantages BGCMD document 3/31/15

Update salary administration plan annually 6/30/15

Close gap in actual salaries at beginning of each fiscal year by 10%

10/1/15

6


Objective 2: Staff are appropriately (regularly, and with relevant, updated content) trained on how to

run the most effective programs for youth in order to work toward our stated objectives in academics,

character and leadership and health

Action 1: Develop system and expectations for continuous learning for each staff member starting in

January 2015

OPR: Programs Department, CPOLast Updated: 1/12/16

0%

20%

40%

60%

80%

100%

2015 2016 2017 2018 2019

Percentage of Full-time Staff with Annual Plan

Actual Goal 7

Tasks:

Develop individualized options and tracking

system for continuous learning plan

Supervisors to incorporate with staff during

reviews starting September 2015

100% of full-time staff have continuous annual

plan


Objective 2: Staff are appropriately (regularly, and with relevant, updated content) trained on how

to run the most effective programs for youth in order to work toward our stated objectives in

academics, character and leadership and health

Action 2: Offer one training per year on how to integrate resilience skills into Club programming

OPR: Programs Department, CPOLast Updated: 1/12/16 8

2015

2016

20172018

2019

2020


Objective 3: Recruit and retain effective Board of Directors (BOD)

Action 1: Increase the BOD diversity by 7.5% to represent a wide variety of professional fields, gender

and race each year to better represent communities in the Metro Denver area

OPR: Executive Department, COOLast Updated: 1/12/16 9

0%

5%

10%

15%

20%

25%

30%

35%

40%

2014 2015 2016 2017 2018 2019 2020

2.1%4.6%

7.1%9.6%

12.1%14.6%

17.1%

2.1%(Ba

sed

on

2.5

% G

oa

l)

Year

Percentage of Race

Goal Actual






0%

5%

10%

15%

20%

25%

30%

35%

40%

2014 2015 2016 2017 2018 2019 2020

13.0%15.5%

18.0%20.5%

23.0%25.5%

28.0%

17.4%

(Ba

sed

on

2.5

% G

oa

l)

Year

Percentage of Gender

Goal Actual






0%

5%

10%

15%

20%

25%

30%

35%

40%

2015 2016 2017 2018 2019

19.6%22.1%

24.6%27.1%

29.6%

(Ba

sed

on

2.5

% G

oa

l)

Year

Percentage of Professional Fields

Goal Actual



Action 2: Annually evaluate each Board member

OPR: Executive Department, COOLast Updated: 1/12/16

0% 20% 40% 60% 80% 100%

Give or Get – minimum of $15,000 annually

Attendance to meetings

Introduction of 3 potential supporters to a Clubtour or signature event

Identification of 2 potential donors annually

Percentage of Board Members

2015 Annual Board Evaluation

GOAL Actual

12



Action 3: Update BOD participation guidelines and organizational structure by 2015

OPR: Executive Department, COOLast Updated: 1/12/16


Research existing Board of Directors structures to use as examples for Executive Committee and Board of Directors meetings

August 2014

Present the new Board governance model for review to the Executive Committee and Board of Directors

January 2015

Finalized edits and recommendations from board members into the new guidelines and board structure

May 2015

Board of Directors approve new participation guidelines and reorganization and being implementing for 2016

November 2015

13


Objective 4: Develop innovative approaches regarding volunteers who are committed to enhancing

programming and providing increased impact on members

Action 1: Engage a minimum

of three program-specific

interns per Club per academic

year to support programming,

operations and evaluation

Task:

To recruit, train and place

program interns at each

Club site

OPR: Operations Department, COOLast Updated: 1/12/16

0

2

4

6

8

10

12

3 3

4

5

11

4

3

5

11

6

0

4 4 4

5

8

Number of Program Interns in Academic Year 2014-2015 by Site

Goal Actual 14

Action 2: Develop a minimum of two program or volunteer partnerships per academic year to ensure that

committed volunteers regularly serve in the Clubs throughout the school year (i.e. AmeriCorps, Senior

Corps, Foster Grandparents, etc.)


0

1

2

3

4

5

6

7

8

9

10

2015 2016 2017 2018 2019

2

4

6

8

10

2

Number of Program Partnerships by School Year

Goal Actual




15

Tasks:

To develop at least two

partnerships per year

building up to a total of

ten aimed at providing

long-term, committed

volunteers

Remaining to Goal

2Formalized Partnerships

3

Number of Formal Partnerships in 2014-2015 Academic Year

Action 3: Formalize agreements with a

minimum of five colleges/universities each

academic year to provide federal work study

students to support academic programming in

the Clubs

Tasks:

To sign MOU’s with a minimum of five

colleges or universities to enable BGCMD

to host federally funded work-study

students





16

Goal 3: Operate BGCMD within financial means and guidelines

Objective 1: Operate in a surplus

OPR: Finance Department, CFOLast Updated: 1/12/16


Review statement of cash flows on each Board approved audit annually

January 2015

17

Action 1: Have a positive operating cash flow each year



Action 2: Achieve 4-star Charity Navigator rating each year

OPR: Development Department, CDOLast Updated: 1/12/16

Tasks Due Date StatusConsistently update “Results” section of the website

(http://www.bgcmd.org/results) to show valid measurement of impact

Ongoing – update at

minimum once per year

Post any relevant OMNI reports and studies on the website that will further

demonstrate our impact

As needed

Maintain transparency & accountability section of the website

(http://www.bgcmd.org/transparency-accountability) to show results and

impact

Ongoing – update at

minimum once per year

Post Form 990 to website Once per year

Post quarterly financial statements on website Ongoing - 4x per year

Post Impact 2020 Action Plan on website/Scorecard each 6 months Ongoing – twice per

year

Promotion of 4-star Charity Navigator status on relevant materials (website,

social media, email marketing, Google AdWords, press, etc.)

Ongoing

18

http://www.bgcmd.org/results

http://www.bgcmd.org/transparency-accountability



OPR: Finance Department, CFOLast Updated: 1/12/16 19

Action 3: Maintain 70% or higher program expense allocation each year

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Qrt 1 FY 15 Qrt 2 FY 15 Qrt 3 FY 15 Qrt 4 FY 15

70% 70% 70% 70%81% 83% 78%

75%

Goal Actual



Action 4: Fund capital expenses with previous year’s surpluses



Achieve total operating cash surplus from

BGCMD Annual Audit

9/30/15

Present motion to Board to restrict funds 9/30/15

Restrict funding for following year 9/30/15


Objective 2: Increase retention rates of current supporters

Action 1: Increase major donor

retention rate to 70% in 5 years.

Tasks:

Revisit usefulness of Giving Circles

and implement in 2015 if

determined useful for achieving

this objective

Formalize naming

conventions/donor recognition in

BGCMD facilities. Ensure all named

areas meet certain visual

standards.

Establish major donor moves

management system and donor

portfolios for fundraisers


Year

58%

60%

62%

64%

66%

68%

70%

2014 2015 2016 2017 2018 2019

63%

64%

66%

67%

69%

70%

68%

Goal Actual

Ra

te

21



Action 2: Steward current donors to

increase retention rate of Annual Fund level

donors from 40% to 50% in 5 years.

Tasks:

Steward current donors through

continued management of

acknowledgement process.

Increase number of current donors

attending Club tours each year.

Ensure appropriate donor recognition.

Increase number of current donors

enrolled in Sustainers/1961 program


Year

Pe

rce

nta

ge

of

Do

no

rs

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

2014 2015 2016 2017 2018 2019

41%43%

45%47%

49%50%

43%

Goal Actual

22



Action 3: Add an average of 3,000 new donors

each year. * Primary source being Dream House Raffle.

Tasks:

Implement volunteer conversion plan –

email campaign string and specific appeals

to volunteers. Peer to peer fundraising

campaigns for volunteers.

Investigate and possibly implement

acquisition mailing/email campaign.

Follow-up on BGCA donors interested in

“local Clubs”

Leverage AB and BOD relationships to

engage new donors


Nu

mb

er

of

Do

no

rs

Year

*to be reevaluated if the Dream House raffle ends

1000

2000

3000

4000

5000

6000

7000

8000

9000

2014 2015 2016 2017 2018 2019

3000 3000 3000 3000 3000 3000

8388

New Donors Per Year Goal New Donors Per Year Actual

23


Objective 3: Enhance marketing and branding opportunities internally and externally

Action 1: Implement current tagline through all

communication outlets by December 2014

Tasks:

Send out a reminder to all employees with the new logo/tagline and email signature standards by November 2014

Monitor all correspondence that goes out and contact staff members to update new logo as needed

Contact outside partners that frequently use our logo to ensure that they are using the correct version

Create a brand slide to be included in the new employee orientation

Address BGCMD branding at each all staff meeting


100%

BGCMD Tagline Data

Tagline Incorporated

Tagline missing

24


Objective 3: Enhance marketing and branding opportunities internally and

externally

Action 2: Ensure consistent messaging for all levels of BGCMD through trainings for

all staff and board members by July 2015



Incorporate messaging training into new hire

orientation

July 2015

Review messaging at one all-staff meeting per year

(minimum)

Ongoing

Communicate any updated to messaging with all staff

as they occur

Ongoing/As needed

Create Board Tool Kit to include video, pre-written

communications, social media info, tour information

and other relevant resources

July 2015 (update as

needed)

25


Objective 4: Diversify and innovate new funding streams

Action 1: Develop plan to target Millennials for launch in 2017

Tasks:


Launch

Goals for Revenue

Define group (events &membership)

Research other groups and BGCs

Millenial Plan

2014 2015 2016 2017 2018 2019

26



Action 2: Develop a planned giving program by December 2015

Tasks:


Ask current Heritage Club members toadvocate for planned gifts

Secure planned giving legal expert

Conduct age append and Lifetime Givinganalysis

Contact current Heritage Club members todetermine if BGCMD is still in estate plan

Planned Giving

CY15-Q1 CY15-Q2 CY15-Q3 CY15-Q4

27



Action 3: Explore a leasing plan for renting out our facilities during non-use times by July 2015

OPR: Facilities Department, COOLast Updated: 1/12/16 28


Chief Executive Officer to meet with APS, DPS, Adams County school districts to seek interest

February 2015

Chief Operating Officer to formalize NE Community School lease agreement for Vickers

June 2015



Tasks:

Continue to grow Raffle tickets

sales through targeted advertising

campaigns to key constituency.

Identify new demographics to

increase sales.

Focus efforts on repeat buyers and

increase engagement and

awareness through the year.


0

10000

20000

30000

40000

50000

60000

2014 2015 2016 2017 2018 2019 2020

3069834000

38000

44000

48000

5200055000

32300

Dream House Raffle Tickets Sold

Goal Actual

Nu

mb

er o

f T

ick

ets

29

Action 4: Increase BGCMD Raffles with max goal of selling 55,000 tickets by 2020



Action 5: Develop a recognition plan for in-kind services valued at $25,000+ by 2016



Research best practices for in-kind gift recognition. December 2014

Identify and assess current portfolio of in-kind donor; is 25k the right threshold? Are we capturing all of them? Assess how they would like to be recognized (what is their motivation?)

March 2015

Decide on recognition plan process and outlets (entering in RE, annual report, social media, etc.) and test on current donors.

June 2015

Refine and codify the recognition process for implementation in 2016.

September 2015

30



Tasks:


Ask key stakeholders (Honorary Lifetime Board,Leadership Council, etc. ) to make initial contribution to

fund initial endowment

Determine possibility of BGCMD Foundation supportbeing used to start endowment fund

Determine policies around how endowment may beused, etc. (For organization rather than individual

Clubs).

Make the endowment plan, budget, case statement, andset clear endowment goals, if applicable

Endowment2014

2014 2015 2016 2017 2018 2019

31

Action 6: Research and possibly implement endowment for BGCMD



Action 7: Develop Third Party Partner Program by December 31, 2015



Research third party programs from other non-profit

organizations

October 2015

Develop guideline for approval of third party beneficiary

activities

November 2015

Develop a policy outlining benefits for third party beneficiary

activities at varying levels

November 2015

Develop strategy for soliciting third party event partners Ongoing

32

Goal 1: Safety is the first priority for all BGCMD activities

Objective 1: Create an environment that ensures the emotional and physical safety of all children and teens

Action 1: Increase percentage of youth who report feeling safe in all areas of the Club to 80% by 2020


72% 73%

85% 86%

80% 80% 80% 80% 80% 80%

50%

55%

60%

65%

70%

75%

80%

85%

90%

95%

2014 2015 2016 2017 2018 2019

Physical Safety

Emotional Safety

Physical & Emotional Safety Goal

Tasks:

Review data

Set site-level goals in August to

address problem areas

Implement youth survey each

spring to assess progress



Action 2: Bullying response procedures will be documented and implemented at all sites by August 2015

with a 10% decrease each year

Tasks:

35OPR: Programs Department, CPOLast Updated: 1/12/16

Implement survey and conduct focus groups tobetter understand bullying

Implement new procedures at all sites by Aug2016

Document currenty bullying responseprocedures

Bullying Response Procedures2014

2015 2016 2017



Action 3: Background checks for all adults (program volunteers and staff) must be recorded and filed each

year


Develop training for staff on background check policies for various volunteer types

10/1/14

Implement training for staff on background check policies for volunteers

Ongoing as new staff are hired

Conduct annual background checks for all volunteers with repeat contact with members

Ongoing

Complete background check paperwork upon hire with BGCMD Ongoing

Conduct annual background check renewals for all employees Ongoing



Objective 2: Ensure all employees and volunteers are safe in the workplace

Action 1: Reduce worker compensation claims by 10%

Tasks: Update annually at calendar year end


$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

$45,000

$50,000

$55,000

$60,000

2014 2015 2016 2017 2018 2019 2020

$49,530

$44,475

$40,119

$36,107

$32,497$29,247

$26,322

$44,577

Goal Actual


Objective 3: Ensure facilities are safe and secure for our youth and employees

Action 1: Site entryways to be reconfigured to improve safety by 2018

OPR: Support Operations, COO Last Updated: 1/12/16


Vickers Club Fall 2013

Owen Club Fall 2014

Cope Club Winter 2014/Spring 2015

Suncor Fall 2015

Broncos Spring 2016

Wilfley Club Fall 2016

Shopneck Winter 2016

Johnson Spring 2017

38

Goal 2: Reach beyond walls, clocks and calendars to create a network for support for our

members

Objective 1: Strengthen collaboration with parents to enhance learning for their children

Tasks:

Develop site level plan and

schedule

Implement family nights

Conduct quarterly check-ins

to stay on track

Action 1: Minimum of 3 family nights per year per site

0

1

2

3

4

5

Number of Family Nights in 2014 – 2015 by Site

Goal ActualOPR: Programs Department, CPOLast Updated: 1/12/16 39

Goal 2: Reach beyond walls, clocks and calendars to create a network for support for our membersObjective 1: Strengthen collaboration with parents to enhance learning for their children

Action 2: Develop consistent parent orientation format for all sites



Develop handbook for all sites August 2015

Outline and plan for each site August 2015

Update annually as needed Ongoing


members

Objective 2: Enhance partnership with schools to increase academic achievement of

Club members

Action 1: Every site director to meet with the principal of the top feeder Elementary, Middle and/or High

Schools Each Year

Tasks:

Identify feeder schools by January

2015

Conduct meetings to enhance

partnerships by December 2015


Clubs 2015 2016 2017 2018 2019

Boettcher

Cole

Cope

Broncos

Force

Godsman

Jefferson County

Johnson Elem

Johnson

Noel

Owen

Shopneck

Suncor

Vickers

Wilfley


members

Objective 2: Enhance partnership with schools to increase academic achievement of Club

members


Identify tools, systems and processes to track school performances

April 2015

Create a site-level plan for accessing and using information

May 2015

Pilot System at 3 sites May 2015 – May 2016

Train all staff on system and processes August 2016

System in place at all sites August 2016

Action 2: Set up organization-wide system to track school performance (i.e. attendance, behavior, grades, 9th grade completion) for individual students in targeted programs by August 2016



members

Objective 3: Support coalitions (i.e. Denver Quality Afterschool Connection) that aim to improve

the communities we serve

Action 1: All site directors and leadership team members will serve on a minimum of one community

coalition annuallyClubs 2015 2016 2017 2018 2019

Boettcher 1

Cole 3

Cope 3

Broncos 2

Force 4

Godsman 1

Jefferson County 1

Johnson Elem 2

Johnson 2

Noel 1

Owen 1

Place 2

Shopneck 5

Suncor 2

Vickers 8

Wilfley 1

Tasks:

Identify current coalitions on which

staff serve and any gaps or

duplication

Attend coalition events and

meetings

Report out annually



members

Objective 3: Support coalitions (i.e. Denver Quality Afterschool Connection) that aim to improve

the communities we serve

CONTINUED -

Action 1: All site directors and leadership team members will serve on a minimum of one community

coalition annuallyProgram Support Center 2015 2016 2017 2018 2019

Executive Department 4

Finance | HR Department 2

Development Department 3

Support Operations 3

Programs Department 22

Tasks:

Identify current coalitions on

which staff serve and any gaps

or duplication

Attend coalition events and

meetings

Report out annually


Goal 3: Responsive to the needs of communities

Objective 1: Increase support for basic needs and family services

Tasks:

Identify appropriate partners and

resources

Create a tracking system for requests

Train staff on identifying need and using

resources

Track requests

Distribute/connect to resources

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2015 2016 2017 2018 2019 2020

Goal ActualOPR: Programs Department, CPOLast Updated: 1/12/16

Action 1: Have resources and partnerships established to meet 80% of emergency and basic needs

requests annually

45

Goal 3: Responsive to the needs of communities

Objective 2: Every site has an improvement plan to meet needs of their community that includes

community assessment and goals

Action 1: All improvement plans to be reviewed by the Leadership Team at sites annually


Leadership Team review

Execute plan during program year

Create site overview & improvementPlans

Improvement Plans Timeline

2015 2016 2017

46

Goal 1: Club members are on track for graduation for using the Greater IMPACT Model

Objective 1: Increase number of youth for whom the Clubs provide an impactful experience

Action 1: Encourage 60% year over year renewal of current members

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

52%

63%

Percentage of Current Club Members Renewal per Year

Goal Member Renewal Actual Member Renewal48

Tasks:

Create annual site level plan to

increase retention

Review progress in January,

May and August each year



Objective 1: Increase number of youth for whom the Clubs provide an impactful experience

Action 2: Promote sustained participation by striving for a 10% increase in the number of Club members

participating in Club programs 3x/week or more during school year

1200

1250

1300

1350

1400

1450

1500

13571384

14121440

1463

1330

1444

Number of Club Members Participating in Club Programs 3x per Week or More

Goal Club Members Actual Club Members49

Tasks:

Review current numbers &

create annual site level plan

2% Annual Increase

Track progress monthly


Goal 1: Club members are on track for graduation for using the Greater IMPACT

Model

Objective 1: Increase number of youth for whom the Clubs provide an

impactful experience

Action 3: Support key academic transition years by introducing a 6th or 9th grade prep program at 3 sites per

year

BOET

BRON

CCITY

COLE

COPE

JEFFCNOEL

OWEN

PLACE

SHOP

VICK

WILF

Sites with 9th Grade Prep Programs

50

Tasks:

Identify sites and curriculum

Implement and refine

Build on lessons learned and add sites

YEAR

2015

2016

2017

2018

2019

2020



Objective 2: Improve effectiveness of Club programs in preventing summer learning loss

Action 1: Expand summer reading and math programs to all (100%) of sites by 2017


0%

100%

NO Math

79%

21%

Reading | 2015

NO Reading

51

Tasks:

Identify programs and curriculum

Pilot new programs

Roll out proven programs at all sites

Math | 2015


Objective 2: Improve effectiveness of Club programs in preventing summer learning loss

Action 2: Improve Clubs’ ability to measure academic outcomes of summer programming by

identifying an appropriate tool and designing a tracking system by May 2017



Assess current evaluation tools and opportunity to tie summer into current evaluation

February 2015

Pilot new tools Summer 2015/2016

Review results and develop plan for summer 2016

August 2015

Implement new tool at all sites Summer 2017

52


Objective 3: Better identify and support highly engaged youth

Action 1: Launch “Scholars” initiative in 3 sites by 2015; all sites by 2020


“Scholar” Initiatives Per Site in 2015

53

Goal 2: Teen Club members are prepared for post-high school education and/or career

Objective 1: Increase teen Club member knowledge about college and career process

Action 1: Promote exploration of post-

high school options: college, career,

service, trade service, military, etc. with

at least 25 tours/presentations per year


0

10

20

30

40

50

60

70 64

Tours & Presentations per Year

Goal Tours Actual Tours54

Tasks:

Review

Create annual site level plan


Objective 1: Increase teen Club member knowledge about college and career process

Action 2: Support teen post-secondary planning process (how to, when to, what’s required, etc.) by striving

for the following: 100 teens will have a college/career planning portfolio by 2020.

0

10

20

30

40

50

60

70

80

90

100

40

60

80

100 100

30

Nu

mb

er o

f A

pp

lica

tio

ns

Goal Portfolios Actual Portfolios55

Tasks:

Create annual site level

plan

Develop tracking system

Review results in August

each year and refine

plans



Objective 2: Increase Teen Club members’ acquisition and mastery of 21st Century skills for

success in college classroom and/or career

Action 1: Create pathways program to provide hands-on opportunity for career exploration and launch at

least 2 sites per year with a goal of 2 partnerships per pathway by 2020

0

2

4

6

8

10

2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 1919-2020

2 2

4

6

8

10

5

2

4

6

8

10

Participating Sites Participating Sites Goal

Number of Partners Number of Partners Goal 56

Tasks:

Identify sites

Identify potential partners

Pilot at two sites

Review results and expand



Objective 2: Increase Teen Club members’ acquisition and mastery of 21st Century

skills for success in college classroom and/or career

Action 2: Connect teens to summer job opportunities so that 60% of all teens (16+) will self-report that

they had a part time summer job

0%

20%

40%

60%

80%

2014 2015 2016 2017 2018 2019 2020

76%71%

Per

cen

tage

of

Tee

ns

Rep

ort

ing

Goal Part-time Jobs Actual Part-time Jobs57

Tasks:

Create annual site level plan

Implement job preparation

programs (spring)

Survey teens through NYOI

in spring each year


Goal 1: Club members become leaders in their community, in action and example

Objective 1: Improve the leadership skills of Club members

Action 1: Expand high-quality participation in leadership programs by striving for 90% of Peer Leaders

meeting or exceeding position requirements annually

0%10%20%30%40%50%60%70%80%90%

100%

65%70%

75%80%

85%90%

67%

Percentage of Peer Leaders Meeting or Exceeding Position Requirements

Goal Actual

Tasks:

Identify and train peer leaders

Supervise program completion

Assess reasons for non-completion

Make a plan to improve in the future


Goal 1: Club members become leaders in their community, in action and example

Objective 2: Increase Club member civic engagement

Action 1: All sites will have a formal leadership youth group that implements a minimum of 3 service

projects/year.


Clubs 2015 2016 2017 2018 2019 2020

Boettcher

Cole

Cope

Broncos

Force

Godsman

Jefferson County

Johnson Elem

Johnson

Noel

Owen

Shopneck

Suncor

Vickers

Wilfley

60

Goal 2: Club Members develop a strong character so that they are able to overcome obstacles and persist toward goals

Objective 1: Increase the resiliency and determination (“grit”) of Club members by identifying and implementing a tool to assess social-emotional learning gained through participation in Club programs by March 2015


Identify tool March 2015

Implement pre | post surveys April 2015

Analyze results August 2015

Plan future improvements for data driven decision making

August 2015


Goal 1: Club members have skills, resources and support to take responsibility for their health and well-being

Objective 1: Increase the degree to which the Club environment encourages regular participation in exercise and healthy eating

Action 1: By promoting regular participation in sports and fitness activities ensure that 70% of Club

members are meeting the surgeon general’s recommendations (5 days/week for one hour/day)


Tasks:

Staff promote regular physical activity

Youth maintain self-report logs

NYOI survey completed in Spring

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

57%

66%

Goal Actual 63

Goal 1: Club members have skills, resources and support to take responsibility for their health and well-being

Objective 1: Increase the degree to which the Club environment encourages regular participation in exercise and healthy eating

Action 2: Provide expanded opportunities for Club members and families to learn about healthy eating and

cooking by implementing intergenerational healthy eating classes and striving for at least 10 families

attending per site, per year

Tasks:

Develop curriculum

Promote classes

Execute classes


0

4

8

12

16

20

24

28

11 10 11

810 10 10 9

25

10 10 10 10

Number of Families Attending Classes in 2015

Goal Actual

Goal 2: Club members avoid high risk behaviors

Objective 1: Increase the degree to which the Club environment prepares Club members to make healthy choices and gives them viable alternatives to risky behavior

Action 1: Encourage maximum participation in sexual health education and substance abuse prevention

programs at 100% of sites by 2020, to ensure that BGCMD youth are scoring better than Colorado youth

0%

20%

40%

60%

80%

100%

50%

80%

100% 100% 100% 100%

50%

Percentage of Sites Providing Programming Each Year

Goal Programs Actual Programs

Tasks:

Implement programming at sites

Measure impact with NYOI

survey in Spring each year

(results | next slide)


Goal 2: Club members avoid high risk behaviors

Objective 1: Increase the degree to which the Club environment prepares Club members to make healthy choices and gives them viable alternatives to risky behavior

CONTINUED –

Action 1: Encourage maximum participation in sexual health education and substance abuse prevention

programs at 100% of sites by 2020, to ensure that BGCMD youth are scoring better than Colorado youth

0%

20%

40%

60%

80%

100%

2014 2015 2016 2017 2018 2019 2020

70%81%

59%67%

Percentage of High School Teens Abstaining from Sexual Intercourse

BGCMD Youth CO Youth

Tasks:

Implement programming at sites

Measure impact


2015 Colorado comparison is from Healthy Kids Colorado Survey 2013

Transparency to donors and stakeholders on the BGCMD budget … · Goal 1: Manage finances with...

Documents

Transcript of Transparency to donors and stakeholders on the BGCMD budget … · Goal 1: Manage finances with...