Boys & Girls Clubs of Greater Washington (BGCGW) provides after-school academic enrichment and athletic activities for 36,000 children annually throughout the region.

Synopsis:

The Boys & Girls Clubs of Greater Washington is a stronger organization than it was in 2004, with a new CEO. Its core infrastructure has been strengthened as a result of planning and the beginning implementation of improvements to build and strengthen organizational capacity.

Key Accomplishments:

BGCGW has successfully completed an intensive business planning process while undergoing a fiscal crisis and CEO retirement due to health concerns. The plan resulted in a greatly expanded vision for the organization where the impact on the thousands of children served is deepened by increasing the quality and complexity of programs over the next five years. Other noteworthy accomplishments that contributed to improved capacity and increased effectiveness include:

• Planning and Focus: Completed a major portion of business planning in fall of 2004, facilitated by McKinsey & Co., resulting in a clear vision for increasing its impact on the more than 20,000 children and youth it serves with core programs. The business planning process has restarted as of February 2006 with the leadership of the new CEO.

• Human Capital—Board and Managemet:

  • Successfully recruited and began to integrate a new CEO.

  • Board re-engaged and committed to governance and oversight role.

• Capitalization/Revenue:Obtained unsecured, low-interest, three-year line of credit for $5 million. Received $1,247,774 in total government earmarks for calendar year 2006.

• Financial Oversight: New CFO (formerly the audit engagement officer for the BGCGW audit when he worked for BDO Seidman, LLP) and greater board awareness begins to improve financial oversight, reporting, stability, and accountability for organization.

• Outcome Assessment: Installed KidTrax system throughout clubs to better track the number of children attending the clubs. Beginning to integrate deeper outcomes data requirements into KidTrax system with additional support from Verizon.

Key Information

Date, years, and stage of VPP Investment:	March 2004; 1.75 years (early stage; partially funded)
Capital committed and disbursed by VPP:	$898,962 committed; $562,415 disbursed
Estimated children to be served in 2010:	36,000
Revenue increase & % budget growth:	$11.8 (FY 2005) to $13.5 million (FY 2006); a revenue increase of 15%
Leveraged funding:	$670 thousand
Expansion to new places and coverage:	Three new sites