Operational Framework - Boys & Girls Clubs of America
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Operational Framework
OUR MISSION OUR VISION OUR GREAT
To enable all young Provide a world-class FUTURES 2025
people, especially Club Experience that PURPOSE
those who need us assures success is Inspire and empower
most, to reach their within reach of every Club youth to
full potential as young person who achieve success,
productive, caring, enters our doors and champion
responsible citizens. with all members on opportunities for
track to graduate all young people
from high school in America.
with a plan for the
future, demonstrating
good character and
citizenship, and living
a healthy lifestyle.
1 BOYS & GIRLS CLUB MOVEMENTIntroduction
The Great Futures 2025 Strategic Direction will remain relatively constant. GREAT FUTURES 2025 STRATEGIC DIRECTION
The direction outlines what we want to achieve and our high-level strategy.
The Great Futures 2025 Operational Framework provides a road map Purpose:
to begin implementing the strategic direction in 2018. As we progress To inspire and empower Club youth to achieve success and champion
through the plan, Club board and professional leaders will continue to have opportunities for all young people in America.
opportunities for dialogue and discussion about the operational framework
at Area Councils, and regional and national conferences. We will also utilize Priorities:
innovative technological solutions to enable Clubs to provide feedback. • Increase Program Quality
Based on the assessment of our progress, lessons learned, and input from
• Strengthen Organizations
Club leaders, the operational framework, including targets and action, will be
updated on an annual basis at the beginning of each year of the plan. • Advocate for Youth Development
• Reach More Youth
The Goal:
To increase the percentage of Club members reporting an optimal Club
Experience to 75%.
FEBRUARY 2017 GREAT FUTURES 2025 STRATEGIC DIRECTION 2Great Futures 2025: Operational Framework, Annual Plan and Tactics
PRIORITY #1: INCREASE PROGRAM QUALITY
Take steps to achieve a high level of program quality at every Boys & Girls Club. One of the greatest challenges to our success is the variability in
organizational capacity and program quality. This is a mission-critical priority; otherwise, our vision cannot be realized. To achieve a high level of quality,
Boys & Girls Clubs should define quality; establish quality standards and an assessment process; and train every full- and part-time staff person to
implement a quality Club Experience that leads to life-changing outcomes for youth.
Objective: Identify staff practices and establish program models that drive the Club Experience.
YEAR TARGET CLUB ACTION BGCA ACTION
2018 - 2021 Update and publish best practices, and • Capture and share staff practices and • Collect, disseminate and integrate
quality program guidelines and standards successful program models. learning into training, quality program
• Adopt practices and models that standards, and other resources that
are successful. support quality and impact.
• Work with high-performing Clubs to
develop innovative practices that
impact the Club Experience and
member outcomes
3 BOYS & GIRLS CLUB MOVEMENTObjective: Define quality by establishing the following; quality program standards, an assessment process with accountability; and a continuous
improvement process. This includes:
• Define, test, vet and pilot quality standards
• Build, pilot and adopt peer assessments and self-assessments
• Build, pilot and adopt a continuous improvement process
YEAR TARGET CLUB ACTION BGCA ACTION
2018 • 100 organizations participate in peer-led • Conduct self-assessment and establish a • Finalize first draft of quality
program quality assessments. continuous improvement plan for each site. program standards.
• 100 organizations conduct self-assessments. • Identify a target year (2018-2020) to • Build capacity to increase the number of
• 200 organizations establish continuous participate in initial peer assessment. peer assessments.
improvement plans at each Club site. • Consider adding a membership requirement • Train peer assessors.
related to program quality. • Provide training and support to organizations
to implement self-assessment and
continuous improvement process.
2019 • 200 organizations participate in peer-led • Continue self-assessment and establish a • Update quality program standards based
program quality assessments. continuous improvement plan. on learning.
• 200 organizations conduct self-assessment. • Build capacity to facilitate a peer
• 600 organizations establish continuous assessment every three years in
improvement plans at each Club site. every organization.
• Train peer assessors.
• Provide training and support to organizations
to implement self-assessment and
continuous improvement process.
FEBRUARY 2017 GREAT FUTURES 2025 STRATEGIC DIRECTION 4YEAR TARGET CLUB ACTION BGCA ACTION
2020 • 250 organizations participate in peer-led • All organizations continue to conduct • Update quality program standards based
program quality assessments. self-assessment annually. on learning.
• 400 organizations conduct self-assessment. • 1/3 of organizations participate annually in • Train peer assessors.
• 700 organizations establish continuous a peer-led program quality assessment. • Provide training and support to organizations
improvement plans at each Club site. to implement self-assessment and
continuous improvement process.
2021 • 1/3 of organizations participate in a
peer-led program quality assessment.
• 700 organizations conduct self-assessment.
• 700 organizations establish continuous
improvement plans at each Club site.
5 BOYS & GIRLS CLUB MOVEMENTObjective: Provide state-of-the-art training and resources to assure Clubs have trained and capable staff and board members.
YEAR TARGET CLUB ACTION BGCA ACTION
2018 • Establish learning road map for Create, resource and implement development • Define competencies and recommended
all positions. plan for all positions. learning objectives for all positions.
• 1,500 Club Directors earn “Leading the • Implement Club Directors “Leading the Club
Club Experience” certificate. Experience” training program, including
• 10,000 full- and part-time youth technology-based tools to train full- and
development staff receive basic training on part-time youth development professionals.
implementing the Club Experience. • Develop basic training plan and resources for
full- and part-time youth development staff.
• Invest resources to enable Club Directors
to participate in training.
2019 • Club Directors earn a “Leading the Club Commit resources to staff development. • Implement comprehensive professional
Experience” certificate within 6 months development initiative for management and
of hire. youth development professionals.
• 30,000 part-time staff complete • Fully implement part-time staff learning plan.
basic training on implementing the
Club Experience.
FEBRUARY 2017 GREAT FUTURES 2025 STRATEGIC DIRECTION 6YEAR TARGET CLUB ACTION BGCA ACTION
2020 • All Club Directors earn “Leading the Club Commit resources to staff development. • Evaluate impact and strengthen training.
Experience” certificate. • Provide job aids, on-line learning and other
• 35,000 part-time staff complete resources to enable Club Directors to
basic training on implementing the provide basic training on implementing the
Club Experience. Club Experience to every full- and part-time
youth development professional.
2021 • Every new Club Director completes
“Leading the Club Experience” program
within six months of hire.
• All full- and part-time youth development
staff receive basic training on implementing
the Club Experience in first 90 days
of employment.
7 BOYS & GIRLS CLUB MOVEMENTPRIORITY #2: STRENGTHEN ORGANIZATIONS
Driving impact and quality requires a strong organization with talented staff and financial resources. We need to strengthen organizational capacity and
capability to improve the Club Experience and continue to expand our reach. The development of executive and board leadership at every organization
is core to building strong organizations. The focus on quality programs and adoption of quality program standards will lead to collaboration and some
consolidation of organizations. Additionally, we must take steps to strengthen our collective resource development capacity. Maximizing our success will
require Clubs and BGCA to implement new strategies collaboratively
Objective: Build strong executive and board leadership to lead organizations that drive impact.
YEAR TARGET CLUB ACTION BGCA ACTION
2018 50% of organizations realize gains in key • Commit resources to professional • Support full continuum of executive
metrics, with less than 25% declining. development for CEO and senior team. leadership and board development.
• Board leaders set targets for key metrics • Support organizations in setting goals,
and monitor progress. monitoring performance, and developing
• Club CEOs complete onboarding within one annual and strategic planning.
2019 55% of organizations realize gains in key
metrics, with less than 20% declining. year of hire. • BGCA will make annual investments to
• Club CEOs complete the Advanced support executive leadership development,
Leadership Program within three years including $1.2 million in scholarships.
of hire. • Establish partnerships to support boards in
2020 65% of organizations realize annual gains in recruiting and hiring CEOs.
key metrics, with less than 15% declining. • Club CEOs subsequently participate in
one annual Mastery Level development
opportunity.
2021 75% of organizations realize annual gains in
key metrics, with less than 10% declining.
FEBRUARY 2017 GREAT FUTURES 2025 STRATEGIC DIRECTION 8Objective: Grow the resource development capacity of local Clubs and the Movement. The 2025 plan requires an aggressive increase in resources.
Success will require the development of a compelling case that can be adapted and used by individual Clubs. As with all aspects of the operational
framework, this objective will be assessed and adjusted annually as needed.
YEAR TARGET CLUB ACTION BGCA ACTION
2018 $2.2B total Movement income (based on • Establish goal of 100% board giving. • Grow public-private pass-through to Clubs
projected revenue of $2B in 2017). • Conduct Annual Campaign. through government, IDM, alumni, major
gifts, corporate, foundations and cause.
• Test and provide feedback on collaborative
resource development efforts. • Support and build resource development
capacity through training, consultation and
other supporting resources, including how
Clubs can leverage Great Futures 2025 for
fundraising.
• Expand and test efforts to collaboratively
raise funds.
• Develop a compelling case for support
based on our history, our data, the goals
of the plan and the need to support our
Club members
2019 $2.4B total Movement income. Participate in collaborative resource • Grow pass-through to Clubs through
development opportunities. government, IDM, alumni and cause.
• Continue to expand and build collaborative
2020 $2.6B total Movement income. resource development model.
2021 $2.8B total Movement income.
9 BOYS & GIRLS CLUB MOVEMENTObjective: Strengthen traditional organizations to improve delivery of services through some consolidations, mergers, management agreements, shared
services and other innovative solutions.
YEAR TARGET CLUB ACTION BGCA ACTION
2018 Consolidation to improve youth experience and Explore ways to work and partner together to • Clearly articulate the process, resources
impact outcomes through local Club actions strengthen organizational impact and strategy for facilitating consolidations.
(estimate is up to 100 organizations). and efficiency. • Create templates, facilitate discussion,
and support due diligence, implementation,
infrastructure and salary supplements.
• Identify potential opportunities for
consolidations or other innovative
operating models.
2019 Consolidate up to 20 organizations. • Explore ways to work and partner together Create templates, facilitate discussion,
to strengthen organizational impact and support due diligence and implementation,
efficiency. and support infrastructure
• Continue to explore ways to work together
2020 Consolidate up to 10 organizations. and to strengthen impact and efficiency.
2021 Consolidate up to 10 organizations.
FEBRUARY 2017 GREAT FUTURES 2025 STRATEGIC DIRECTION 10Objective: Build and support a common membership management system.
YEAR TARGET CLUB ACTION BGCA ACTION
2018 250 organizations connect to common Clean data and prepare to connect to common Pilot and build common membership
membership management system. membership management system. management system and support Clubs
in connecting.
2019 550 organizations connected to common Connect to common membership Support Clubs in connecting to the common
membership management system. management system. membership management system.
2020 Remaining organizations connected to • Support Clubs in connecting to and
common membership management system. using the common membership
management system.
• Continue to enhance functionality based
2021 All sites connected and using common on feedback from Clubs.
membership management system.
11 BOYS & GIRLS CLUB MOVEMENTPRIORITY #3: ADVOCATE FOR YOUTH DEVELOPMENT
Position Boys & Girls Clubs as the leading voice, thought leader and advocate for America’s youth. This priority will be built out more as we successfully
address the first two priorities. We will leverage three key differentiators to elevate our Movement as a priority partner with elected officials and policy
makers: 1. Our scalability and footprint in nearly every district, enabling us to speak with a unified voice on behalf of youth. 2. Our networks of thousands
of local and national volunteers, poised to build authentic and connected relationships with elected officials. 3. Our data. At the very time outcomes are
a prerequisite, we are uniquely equipped to leverage our data to bolster our case with key leaders in policy and media. In 2017, we will begin to grow and
diversify our champions of federal, state and local elected officials, and our positioning in key coalitions, such as U.S. Conference of Mayors, the National
Association of Attorneys General, and the National Conference of State Legislators. We will also identify new and diversified sources of short- and long-
term revenue opportunities. In addition, new training and support for Clubs will become available through our government relations team.
Objective: Implement a campaign to build awareness and understanding of the importance of out-of-school time and youth development as economic,
moral and national imperatives.
YEAR TARGET CLUB ACTION BGCA ACTION
2018 • Grow public funding to $271M in • Connect with elected officials to engage in • Build relationships and increase awareness
partnership with local Clubs. Club activities. of the importance of out-of-school time with
• Engagement of elected officials in local, • Participate in national and local national and state elected officials.
state and national Boys & Girls Club events. advocacy events. • Provide training for Club professionals.
2019 • Grow public funding to $338M in • Create a network of board members • Build relationships and increase awareness
partnership with local Clubs. who are connected with local, state and of the importance of out-of-school time with
national political leaders who are “one national and state elected officials.
• Engagement of elected officials in local, call away.”
state and national Boys & Girls Club events. • Provide training for Club professionals.
• Convene public and private organizations
2020 • Grow public funding to $390M in focused on youth in Club communities. • Build advocacy message focused
partnership with local Clubs. on supporting teens and workforce
• Participate in advocacy training. development.
• Engagement of elected officials in local,
state and national Boys & Girls Club events.
2021 • Grow public funding to $400M in
partnership with local Clubs.
• Engagement of elected officials in local,
state and national Boys & Girls Club events.
FEBRUARY 2017 GREAT FUTURES 2025 STRATEGIC DIRECTION 12PRIORITY #4: REACH MORE YOUTH
When we address quality and establish ourselves as thought leaders, Boys & Girls Clubs will be positioned to expand, in pursuit of the vision that every
child growing up in America has access to a life-changing Club Experience. Growth should be incremental initially, followed by accelerated growth from
2021-2025, with an aspirational goal of serving 1 million youth daily and 8 million annually. This portion of the plan will require additional consideration
and review as we approach the latter part of the timeline.
Objective: Increase daily participation in Boys & Girls Club programs. Focus will be on serving more teens and fully utilizing current capacity.
YEAR TARGET CLUB ACTION BGCA ACTION
2018 Increase number of youth served daily by 3%. Set annual goals to increase participation at Support annual goal-setting around
existing sites and for expansion. attendance and reach. Provide best practices
and recognize success.
2019 Increase number of youth served daily by 4%. Set annual goals to increase participation at • Support annual goal setting around
existing sites and for expansion. attendance and reach. Provide best
practices and recognize success.
• Begin developing plan and goals for growth
for 2022 through 2025
2020 Increase number of youth served daily by 5%. • Set annual goals to increase participation • Provide resources and support to
at existing sites and for expansion. development of next generation
• Develop long-term growth strategy growth plans.
and plan. • Support annual goal setting around
attendance and reach. Provide best
practices and recognize success.
2021 • Increase number of youth served daily Implement growth plan. Support starting new Clubs with the resources
by 5%. to deliver a high-quality program, including
• Establish targets for 2022-25. partnering with existing after-school entities to
operate affiliated programs
13 BOYS & GIRLS CLUB MOVEMENTObjective: Keep Club members engaged through high school graduation.
YEAR TARGET CLUB ACTION BGCA ACTION
2018 Increase youth served ages 13-18 by 3%. • Make serving teens a priority; set annual • Provide training for teen-serving staff,
goals and provide resources. including part-time staff.
• Open Clubs in middle schools and • Develop program resources that are fun,
high schools. engaging, and prepare Club teens for
2019 Increase youth served ages 13-18 by 3%. transition to adulthood.
2020 Increase youth served ages 13-18 by 4%.
2021 • Increase youth served ages 13-18 by 4%.
• Establish targets for 2022-25.
It will be important that we explore and test the use of contemporary communication methods and technology to remain relevant and contemporary, as
well as to extend support and connection with Club youth, and to reach out and engage all youth. To accelerate learning, develop the right strategies and
establish a plan, experimentation and innovation will be necessary in the next few years. This will be a unique opportunity for Clubs to work together to
drive innovation to increase and extend our impact.
FEBRUARY 2017 GREAT FUTURES 2025 STRATEGIC DIRECTION 14National Headquarters
1275 Peachtree Street NE
Atlanta, GA 30309-3506
Phone: (404) 487-5700
e-mail (general inquiries): info@BGCA.org
BGCA.org
© 2017 BOYS & GIRLS CLUBS OF AMERICA • 3111-17You can also read
