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Boys and Girls Clubs of Snohomish County Organization Name provided in the GuideStar Exchange* as of 09/28/2012: Boys and Girls Clubs of Snohomish County

Organization Name as listed in the IRS Business Master File as of 11/10/2014: BOYS AND GIRLS CLUBS OF SNOHOMISH COUNTY

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AKA  Boys & Girls Clubs of Snohomish County
Everett, WA
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GuideStar Summary

&1002; GuideStar Exchange Committed to transparency ?
This organization is a Silver-level GuideStar Exchange participant, demonstrating its commitment to transparency.

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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2013, 2012, and 2011 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

Boys and Girls Clubs of Snohomish County Organization Name provided in the GuideStar Exchange* as of 09/28/2012: Boys and Girls Clubs of Snohomish County

Organization Name as listed in the IRS Business Master File as of 11/10/2014: BOYS AND GIRLS CLUBS OF SNOHOMISH COUNTY

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: Boys & Girls Clubs of Snohomish County
Physical Address: Everett, WA 98208 
EIN: 91-0549511
Web URL: www.bgcsc.org 
NTEE Category: O Youth Development
O23 Boys and Girls Clubs (Combined)
Ruling Year: 1986 


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Mission Statement

The mission of Boys & Girls Clubs of Snohomish County is to enable all young people, especially those you need us most, to reach their full potential as productive, caring, responsible citizens.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses

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September 2012)

Fiscal Year Starting: January 1, 2011
Fiscal Year Ending: December 31, 2011

Total Revenue $10,640,989
Total Expenses $10,546,589

Revenue & Expenses

(GuideStar Exchange,
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September 2012)

Fiscal Year Starting: January 1, 2011
Fiscal Year Ending: December 31, 2011

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
IRS Form 990 is an annual document used by approximately one-third of all public charities to report information about their finances and operations to the federal government. GuideStar uses data from Form 990 to populate its database with financial information about nonprofit organizations. Posting Form 990 images on the GuideStar website is an ongoing process.

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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership

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September 2012)

Bill Tsoukalas

Leadership Statement:

After 65 years, the Boys & Girls Clubs of Snohomish County is going strong.  We’re serving nearly 15,000 youth in 17 Clubs.  Our formula is simple but effective and hasn’t changed over time.  We provide safe places, fun activities, and positive adult role models to achieve the outcomes we want for the youth who attend.   This growth has happened because of good community partners.  Cities, school districts, apartment owners, other non-profit organizations, and The Tulalip Tribes have given us the opportunity to work with their young people.  We’ve accepted this responsibility which has allowed us to grow into every corner of Snohomish County, and more recently into Island and Kitsap Counties.       Going forward, you will be hearing and reading about our Formula for Impact.  The essential elements of our Clubs will be the same but we will be emphasizing three strategic outcomes of academic success, good character & citizenship, and healthy lifestyles. Our goal to achieve these outcomes is to have every Club member attend more frequently.    Our work cannot be accomplished without a team of committed professional staff, volunteers who work with the youth, and our Board of Directors.  Thank you to each of them who work hard in their respective duties.    In April 2011, our Board of Directors approved a $12 million capital campaign to build new Clubs in Mukilteo, Coupeville, and Kingston, to increase the size of the Arlington Club, and for renovations of our existing Clubs.  Thank you to the volunteer cabinet members who are helping raise these needed funds.    Thank you to the names you see on our donor list.  Their support has been instrumental in helping keep Club doors open during these challenging economic times.     We encourage you to visit a Club to kick the tires and see your contributions at work.  Our story is best told when you see the Clubs in action and kids having fun.   Sincerely,   Bill Tsoukalas

Board Chair (GuideStar Exchange,
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September 2012)

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Board Co-Chair (GuideStar Exchange,
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September 2012)

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September 2012)

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Board Leadership Practices (GuideStar Exchange,
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September 2012)
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Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

Highest Paid Employee data is not available for this organization.

People information was last updated by the nonprofit in September 2012

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Programs

Program: (GuideStar Exchange,
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September 2012)

Budget:
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Category:
Population Served:

Program Description:

BGCA clubs serve school-age youth through a variety of programs including homework assistance, technology centers, teen centers, career exploration, job assistance, sports and recreation, art classes and leadership development. In addition to program development, Boys & Girls Clubs of America provides programmatic and executive training for Club professionals nationwide.

Program Long-Term Success:

Boys & Girls Clubs of America and JCPenney launched a newsletter for parents.

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

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Impact Summary from the Nonprofit

The Boys & Girls Clubs will create great futures for the youth we serve by deepening our impact on their lives and pursuing strategic growth to reach those who need us most.
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Reviews

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