Goal Two
Financial Stability & Operational Efficiency
Our youth development work requires us to be here for our youth, families, and communities for decades. This means we need financial stability to ensure we can carry out our work for the long haul and that we continue to work smarter and more efficiently at every level of our organization.
Goal Two Objectives:
- Strengthen our long-term financial health to carry out our mission independently and sustainably
- Diversify funding streams to ensure annual operating success
- Build and maintain the facilities needed today and for the next generation
- Clearly delineate responsibilities to maximize operational efficiency (RACI Matrix)
In achieving this goal and its objectives, we will:
Build a more sustainable and effective organization poised to navigate additional growth
Lead with transparency and accountability to promote teamwork and collective impact
Understand our strengths, weaknesses, and the long-term impacts of emerging opportunities
Engage a broad coalition of philanthropic partners to ensure the resources needed for impact
Year 1 Accomplishments | 2024-2025
Board governance established an “Endowment Subcommittee” to complete a designation of use and case for support.
We continued to increase our percentage of renewable revenue through contracts and multi-year grants and partnerships to ensure the consistency and sustainability of programs and operations.
Enrollment in our licensed school age childcare programs continued to climb, with waitlists for all sites -- even with increased licensed capacity! We also saw increased levels of youth participation and engagement.
We began to develop and deploy a comprehensive deferred maintenance schedule for each facility in our organization.
We began to review and identify critically needed SOPs for consistency and efficiency of operations at the department level.
Year 2 Priorities | 2025-2026
Maximize the value of vendor relationships
by identifying and reviewing relationships of significance to compare to other vendor options to determine cost savings opportunities.
Identify additional opportunities for renewable, multi-year contract revenue.
Implement an enhanced valuation tool to assess programs (Cost to run vs. Revenue vs. Impact of Program).
Expand facilities to support increased licensed child care capacity to serve unmet community need and generate revenue to subsize our mission.
Increase enrollment at all Clubhouses and summer camps by 15% YOY.
Implement a new formal offboarding process to ensure knowledge transfer at times of transition out of the organization or into new roles within BGCMS.
Year 3 Priorities | 2026-2027
Stay tuned!
Year 4 Priorities | 2027-2028
Stay tuned!
Year 5 Priorities | 2028-2029
Stay tuned!
Reflections & Future Plans | 2030
Visions for Impact in 2030:
Have an established endowment with a distinct capital reserve fund by 2030.
Maximize the value of our vendor relationships.
At least 25% of our operating budget will be pledged via multi-year/renewable contracts.
Generate additional mission-furthering revenue through fully utilizing our capital assets (properties, vehicles, etc.).
All programs (membership, childcare summer camps, etc.) are enrolled at or above 95% FTE capacity.
Create and adhere to an organization-wide evaluation plan for capital projects within the capital improvement plan.
Create a comprehensive Knowledgebase (in-house SOPs, key resources, etc.).