START HERE

GREAT FUTURES

2024 > 2027

STRATEGIC PLAN
LETTER FROM OUR CEO 2024 > 2027 STRATEGIC PLAN

Emerging from the height of the COVID-19 pandemic, the Boys & Girls Clubs of
Monmouth County (BGCM) recognized the need to develop a more flexible strategic
direction. With that as the goal, the Club spent 18 months surveying Club kids and
their families, Club staff, board members, and key stakeholders. The strategic plan
that emerged from that process represents a comprehensive roadmap designed to
guide the organization toward its mission of empowering youth and championing
opportunities for all young people in the region. Rooted in a commitment to excellence,
inclusivity, and continuous improvement, this plan reflects the collective dedication
of the Club to prioritize the safety, well-being, and development of every young person
it serves. By articulating clear goals, strategic priorities, and actionable steps across
various domains, this plan underscores the organization’s unwavering commitment
to fostering positive outcomes for youth, strengthening organizational capacity, and
leveraging partnerships and innovation to maximize impact. Through a digital-first
mindset, investment in talent, and a focus on youth impact, the Boys & Girls Clubs
of Monmouth County is poised to not only meet the needs of the communities it
serves but also to lead change and influence public discourse on key youth issues.
As the organization embarks on this strategic journey, it does so with a deep sense
of purpose and a steadfast belief in the transformative power of investing in young
people to create a brighter future for all.

Douglas Eagles
Chief Executive Officer

2
 2024 > 2027 STRATEGIC PLAN

GUIDING PRINCIPLES
GUIDING PRINCIPLES:
The Boys & Girls Clubs of Monmouth County puts young people first. We prioritize their
safety and elevate their voices in relentless pursuit of our mission in every Club, every
day. Our impact is amplified when we work together as a unified organization, guided by
these values and priorities:
• Excellence: We are the leaders in youth development. We take a professional
approach to our work, setting high standards and investing in the success of
our people.
• Belonging: We create diverse, inclusive environments where every young
person, caregiver, staff member, board member, and volunteer feels valued,
respected, and has a voice.
• Continuous Improvement: We have a relentless focus on progress.
We make data-informed decisions and embrace learning and innovation
to increase our impact.
• Accountability: We act in ways that advance the impact and reputation
of our brand.
• Collective Impact: We collaborate eagerly for the collective good of youth.
We help each other get better.

3
PURPOSE, ASPIRATIONS, & GOALS 2024 > 2027 STRATEGIC PLAN

PURPOSE:
To inspire and empower Club youth to achieve success and champion opportunities
for all young people in Monmouth County.

ASPIRATIONS:
Every young person will have equitable access to high-quality youth development
programming that empowers them to:
• Experience social, emotional, physical, and mental well-being.
•G
 raduate high school equipped with skills and experiences that will
lead to post-secondary work and life success.
• L ead change that will advance BGCM, our community, our state,
and the nation.

GOALS:
We will grow our impact by reaching more youth with high-quality experiences that lead
to positive outcomes.
• Growth: We will expand our reach to address unmet demands for our
services while retaining and deepening engagement with current members.
 igh-Quality Experiences: We will advance program quality and organizational
•H
effectiveness through continuous improvement.
• We will implement Standards of Organizational Effectiveness (SOEs)
• We will improve performance on Key Performance Indicators (KPIs)
 ositive Outcomes: We will enable young people to achieve positive
•P
outcomes in four priority areas:
• Health and Well-being
• Character, Citizenship, and Leadership
• Academic Success
• Life and Workforce Readiness

4
 2024 > 2027 STRATEGIC PLAN

STRATEGIC PRIORITIES
STRATEGIC PRIORITIES:
• Organizational Strength
• Demonstrate strong financial health, sound governance, and
sustainable business practices that promote growth and innovation.
• Foster a positive culture across our sites.
• Launch a capital campaign to raise funds for upgrading
and renovating Club facilities.
• Talent
• Attract, retain, and develop diverse, transformational leaders at all levels.
• Professionalize our workforce.
• Youth Impact
•D
 eliver high-quality youth development programming to every
young person, every day.
•E
 quip Club members with skills and experiences that lead
to life and workforce readiness.
• Influence
• Influence public opinion and action to benefit young people.
• Digital Transformation
• Make technology a strategic advantage in every aspect
of our operations.
• Close the digital divide for Club members.

5
 2024 > 2027 STRATEGIC PLAN

ORGANIZATIONAL STRENGTH

1 2 3 4
Develop an inclusive,
Build and execute ambitious
active, and engaged Grow revenue streams Develop staff capacity
strategic growth plans
board managed by a with a focus on grants and knowledge to build and
supported by the
robust board governance and fees for service manage the annual budget
operational budget
commitee

OBJECTIVES METRICS OBJECTIVES METRICS OBJECTIVES METRICS OBJECTIVES METRICS

• Increase board • Demographic data • Increase grant •Amount of money •Train 100% of the • Percentage of •Achieve 15% - 20% • Year-over-year
diversity by 30% revenue by 30% raised from grants financial team on the financial organizational growth rate
•Attendance records
over the next 3 from $1.3 million the new budgeting team trained growth within the
•Amount of money • Percentage of
years •Number of training to $1.7 million over process within next 3 years
earned through •The percentage of operational budget
sessions held and the next 3 years 6 months
•Achieve 90% board fees for service budget categories •Allocate at least 3% allocated towards
attendance rates
meeting attendance •Increase fees for • Achieve 90% staying within +/- of the operational new initiatives
•Number of new
over the next 12 •Number of visits service by 50% adherence to 10% variance of budget annually
donors acquired • Number of
months with a plan board members from a 3-year budget allocations initial allocations to support new
strategic initiatives
to sustain it over make to Club- moving average • Donor retention through the budget initiatives
•Number of budget completed
time sponsored of $500,000 to rate life-cycle
reviews conducted •Complete 60% of
activities $750,000 within
•Implement at least • Conduct monthly and action items planned strategic
3 years
two board training budget reviews with completed initiatives within
sessions per year •Expand the donor the senior leader- the next 3 years
base by 10% over ship team
• Increase board
the next 3 years
member visitations
to Club-sponsored • Improve
activities unrestricted gift
donor retention rate
from 28% to 50%
or higher by 2026

6
 2024 > 2027 STRATEGIC PLAN

ORGANIZATIONAL STRENGTH

5
Deepen and expand
local and county-wide
collaborations.
6
Leverage strategic
partnerships to support
growth and programs
7
Adopt and embody
guiding principles

8
Renovate and upgrade
Club facilities

OBJECTIVES METRICS OBJECTIVES METRICS OBJECTIVES METRICS OBJECTIVES METRICS

•Conduct 4 tours •Number of tours •Secure at least •Number of new •Train 100% of staff •Percentage of staff • Develop and prioritize •A list of renovation
annually with local conducted 3 new strategic strategic partnerships and board on the trained on guiding a list of facility priorities is
and county-wide partnerships within formed organization’s principles renovations and developed
•Number of county-
community stake- the next 18 months guiding principles upgrades needed
wide initiatives or •Amount of program • Survey results •Reach 100% of
holders and elected within the next 6 to enhance and
events participated in • Increase program funding received measuring staff fundraising goal
officials months modernize facilities
funding from from partnerships alignment within the set time
• Number of
•Participate in at partnerships by • Conduct bi-annual •Launch an annual period
local boards and •Number of new • Number of
least 3 county-wide 10% within the surveys to measure campaign to
commitees staff programs or programs • Program operations
events or initiatives next 18 months staff alignment with support facility
participate in services incorporating continue
each year guiding principles renovations
•Implement at least implemented guiding principles uninterrupted
•Increase staff and 2 new programs or • Incorporate guiding • Minimize disrup-
board representation services through principles into at tions and maintain
on local and county- partnerships within least 2 new pro- program continuity
wide boards and 18 months grams within during renovations
commitees the next year

7

1 2
Deliver consistent, high-quality
orientation and onboarding
for key roles
OBJECTIVES
• Standardize the orientation
process for all key roles
within 2 years
•A
 chieve a 95% completion
rate for onboarding tasks
within the first 3 months
of employment
•A
 ttain a 75% or higher
satisfaction rate in post-
onboarding surveys
METRICS
•Results of annual
market analysis
•P
 ercentage of part-time
employees accessing
benefits
• Employee satisfaction rater
regarding compensation
and benefits
2024 > 2027 STRATEGIC PLAN
TALENT
Provide competitive
compensation and benefits
OBJECTIVES
• Compensation Management
Program to ensure
compensation for key roles
is within the top 25% of
similar roles in the sector
• Implement a comprehensive
benefits package for all
part-time employees within
12 months
•A
 chieve a 70% satisfaction
rate in employee surveys
regarding compensation and
benefits within one year
METRICS
•Number of standardized
orientation materials and
sessions
•P
 ercentage of onboarding
tasks completed
•P
 ost-onboarding survey
satisfaction rate
8
3
Deliver universal training
pathways for Youth Development
Professionals, senior management,
and board leadership
OBJECTIVES METRICS
•Utilizing Spillet Leadership •Number of training
University, develop various pathways developed
training pathways that align
•P
 articipation rate in
with key staff roles
training programs
•A
 chieve 80% or higher
• Improvement rate in
participation rate in
post-training skill
training programs
assessment
•M
 easure a 20% improvement
in skill assessments post
training
 2024 > 2027 STRATEGIC PLAN

TALENT

4 5 6
Promote career pathways Build a positive workplace
Implement performance
and recognize completion culture that supports staff
management and succession
of professional development well-being and embeds
planning
milestones key DEI principles

OBJECTIVES METRICS OBJECTIVES METRICS OBJECTIVES METRICS

•Implement a career •Number of career •Evaluate and update the •Implementation rate of •Implement at least two •Number of well-being
development program development programs performance management performance management well-being programs each programs implemented
within 18 months implemented system within 18 months system year over the next 3 years
• Reduction rate in employee
•S
 et up a program to •Percentage of employees • Including the Chief •N
 umber of successors •A
 chieve a 20% reduction in turnover due to
recognize employees for recognized for professional Executive Officer, identify identified and prepared employee turnover due to dissatisfaction
completing professional development and prepare successors for workplace dissatisfaction
•N
 umber of performance •E
 mployee satisfaction
development milestones in at least 3 key roles within within 3 years
• Employee satisfaction reviews conducted rate in well-being surveys
one year a year
rate regarding career •A
 ttain an 70% or higher
•A
 chieve 75% or higher development •C
 onduct bi-annual employee satisfaction
employee satisfaction performance reviews rate in annual well-being
rate regarding career for all employees surveys
development opportunities

9
 2024 > 2027 STRATEGIC PLAN

YOUTH IMPACT
THE FORMULA

1
Adopt and implement an
updated Formula for Impact
The Formula for Impact describes how BGCM can increase our impact on young people. Our formula says that if we
take the young people who need us most and provide them with the best possible outcome-driven Club experience
(Safe, Inclusive Environments; Supportive Healthy Relationships; and Meaningful Experiences), and help them develop
social and emotional skills, they will achieve positive outcomes in the priority areas of Health & Well-being, Character
& Leadership, Academic Success, and Life & Workforce Readiness.

POSITIVE
OUTCOMES
OBJECTIVES METRICS
•F
 inalize the •C
 ompletion status
updated Formula of the updated
for Impact formula SAFE,
• T rain 100% of •P
 ercentage of
YOUTH INCLUSIVE HEALTH &

—
SOCIAL &
+
program staff on program staff WELL-BEING
the new formula
within 6 months
trained on the
new formula
& TEENS ENVIRONMENTS EMOTIONAL
• Implement the new • Percentage IN OUR SKILLS CHARACTER
formula in 100% of
programs within the
of programs
implementing
COMMUNITY & LEADERSHIP
next year the new formula

SUPPORTIVE, ACADEMIC
MEANINGFUL
HEALTHY SUCCESS
EXPERIENCES
RELATIONSHIPS
LIFE &
WORKFORCE
READINESS

10
 2024 > 2027 STRATEGIC PLAN

YOUTH IMPACT

2
Implement
trauma-informed
practices
3
Conduct Continuous
Program Quality
Improvement (CQI)
4
Elevate the tween
and teen Club experience
with distinct branding
5
Grow the evidence basis for
our youth impact strategies
and programs

OBJECTIVES METRICS OBJECTIVES METRICS OBJECTIVES METRICS OBJECTIVES METRICS

•Train 90% of staff •Percentage of staff •Establish a CQI • Establishment •Develop a distinct • Completion status • Conduct at least 3 •Number of impact
and board in trained in trauma-in- team and process status of the CQI brand identity for of the distinct brand impact studies on studies conducted
trauma-informed formed practices within 6 months team and process the tween and teen identity existing programs over
•N
 umber of grants
practices within Club experience the next 3 years
•P
 ercentage of •C
 onduct quarterly •N
 umber of • T otal number of or partnerships
12 months within 6 months
procedures and program assessments quarterly program marketing collateral •S
 ecure one grant secured for
• Integrate trauma- programs integrating using CQI assessments • Implement the new deployed over the or partnership for research and
informed practices trauma-informed methodologies conducted branding strategy course of the year research and evaluation
into all operational practices highlighting tween evaluation within a year
•A
 chieve at least a • Improvement • Increase rate of •N
 umber of staff
procedures and and teen services
•R
 eduction rate 10% improvement rate in program tween and teen •F
 acilitate annual trained in data
programs and programs
in disciplinary in program quality quality scores Club membership staff training on data collection and
within one year
•A
 chieve a 20% incidents requiring scores within a year collection and analysis analysis annually,
reduction in actions •A
 chieve a 20% to ensure accurate and the subsequent
disciplinary increase in tween evidence-gathering improvement in
incidents requiring and teen Club data quality
disciplinary action membership
within a year within a year

11

1
Execute a multi-channel
marketing campaign that
elevates the Club brand
OBJECTIVES
• Launch a year-long
multi-channel social media
campaign about the top
3 youth issues and how
BGCM addresses them
• Increase social media
followers by 20% across all
platforms within 3 years
•C
 ollaborate with at least
3 influencers or community
leaders to extend brand
reach by the end of
the year
2024 > 2027 STRATEGIC PLAN
INFLUENCE
2
Advocate on issues that affect youth and
teens
METRICS OBJECTIVES
•Total number of •Identify and prioritize 3 key
posts on our selected issues affecting youth and
topics across all teens for advocacy within
marketing channels the next 12 months
•F
 ollower growth rate on •H
 ost or participate in at
social media platforms least 2 advocacy events
or policy discussions
•N
 umber of collaborations
every 12 months
with influencers or
community leaders and the •W
 rite 2 op-ed articles a
reach/impressions gained year highlighting issues
from these partnerships that affect youth and teens
3
Contribute expertise and
insights to inform the public
discourse on key youth topics
METRICS OBJECTIVES METRICS
•List of key issues identified •Host or participate in an •Attendance numbers for
for advocacy annual panel discussion the annual panel discussion
with local youth development
• Number of advocacy events •Number of annual insight
experts, aiming for at least
hosted or participated in reports distributed and
100 community members
feedback received from
•N
 umber of op-eds in attendance
key stakeholders
published
•Publish an annual insights
• Completion and presentation
report on the Club’s
status of the yearly policy
activities and its impact
brief, and any feedback or
on youth, distributing it to
acknowledgment from the
a targeted list of 500 local
council or board
stakeholders
• Develop a yearly policy brief
on a critical youth issue
and present it to the local
city council or school board
12
 2024 > 2027 STRATEGIC PLAN

DIGITAL TRANSFORMATION

1
Adopt a
digital-first mindset

2
Invest in technology and
data resources to support
organizational objectives
3
Adopt common operational
and human resource systems
and shared services

OBJECTIVES METRICS OBJECTIVES METRICS OBJECTIVES METRICS

•Conduct a digital literacy
training program on key
systems for 100% of staff
within the next 6 months
•Transition 75% of
paper-based processes
to digital platforms within
the next year
•Achieve a 50% reduction
in process turnaround time
through digitalization
within 18 months
•Percentage of staff
completing digital literacy
training
•P
 roportion of processes
transitioned to digital
platforms
•R
 eduction percentage in
process turnaround times
post digitalization
•Conduct a digital
literacy training program
on key systems
•Allocate a defined
percentage of annual
budget to technology
and data resources
•Implement a new
organization-wide data
management system
within the next 12 months
• Increase data-driven
decision-making by 40%
within the next year
•Percentage of annual
budget spent on
technology and data
resources
•S
 tatus of data
management system
implementation
• Increase in the use of data
analytics in decision-
making processes
•Conduct a comprehensive •Completion of a detailed
review to identify potential review report outlining
areas for system and potential consolidation areas
service consolidation
•Q
 ualitative feedback and
within the next 12 months
performance metrics from
•P
 ilot a shared services the shared services pilot
model in one department
•C
 ompletion and approval
to evaluate the effectiveness
status of the adoption road-
and scalability within the
map, including identified
next year
milestones and timelines
• If possible, develop a
roadmap for the gradual
adoption of common
systems and shared
services based on pilot
results within 18 months

13