Boys & Girls Clubs of Greater Augusta
GREAT Futures Start Here!
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Boys & Girls Clubs of Greater Augusta
Boys & Girls Clubs of Greater Augusta offers innovative programs designed to empower youth to excel in school, become good citizens and lead healthy, productive lives. Our Clubs provide kids and teens with a safe, fun place to learn and grow after-school and throughout the summer. 98% of our regularly attending Club members graduate high school on time, with a plan for their future. 76% of our low-income Club members ages 12 to 18 who attend the Club regularly reported receiving mostly As and Bs, compared to 67% of their peers nationally. Boys & Girls Clubs of Greater Augusta is committed to changing lives.
Where we work
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of students at or above a 90% attendance rate
This metric is no longer tracked.Totals By Year
Related Program
Boys & Girls Clubs of Greater Augusta
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
There are four strategic priorities critical to achieving our mission, to making a meaningful impact on the lives of young people.
Strengthening the organization, building a strong board, and improving resource development are critical to ensuring that our organization has the capacity and resources it needs to deliver high-quality programs and services. Hiring and training quality staff are also essential, as our staff are the backbone of our organization and play a critical role in delivering effective programs and services to young people.
Improving program quality is also key, as this will ensure that the programs and services we offer are evidence-based and effective in meeting the needs of the young people we serve. Establishing top-quality standards and assessment processes through rigorous staff training are critical in this regard.
Advocating for youth development and establishing our organization as a leading voice and thought leader in the field are vital for raising awareness of the critical role that youth development plays in creating thriving communities. It will also help to build support for our organization and its mission, which are essential to achieving our goals.
Finally, reaching more youth are a critical priority, as this will enable us to have a greater impact on the lives of young people and their families. Incrementally increasing our reach through 2025 with an aspirational goal of doubling our service to families and serving over 1,500 youth per day and 5,000 annually will require a strategic and coordinated effort across all areas of our organization, from program development to resource development to advocacy.
Our strategic plan is an important roadmap for Boys & Girls Clubs of Greater Augusta as it seeks to make a meaningful impact on the lives of young people. By focusing on these four strategic priorities, our organization will be well-positioned to achieve its goals and create a brighter future for the communities it serves.
What are the organization's key strategies for making this happen?
First Strategic Priority - Strengthening the Organization:
1. Board Development: Develop a plan to recruit and onboard new board members with diverse skill sets and backgrounds that align with our organization's mission, vision, and strategic priorities.
2. Resource Development: Develop a comprehensive fundraising plan that identifies potential funding sources and outlines strategies for increasing revenue from individual donors, foundations, and corporations.
3. Staff Training and Development: Develop a comprehensive training program for staff that emphasizes best practices in youth development, program management, and organizational leadership.
Second Strategic Priority - Improving Program Quality:
1. Standardization of Programs: Develop standardized program models and curriculums that align with our organization's mission and core values.
2. Training and Development of Staff: Provide ongoing training and professional development opportunities for staff to ensure that they have the skills and knowledge necessary to deliver high-quality programs.
3. Evaluation and Assessment: Develop a comprehensive evaluation and assessment process that includes regular monitoring and evaluation of program outcomes and the implementation of evidence-based practices.
Third Strategic Priority - Advocating for Youth Development:
1. Building Strategic Partnerships: Develop strategic partnerships with other youth-focused organizations, policymakers, and community leaders to build support for youth development initiatives.
2. Communications and Marketing: Develop a comprehensive communications and marketing plan that highlights the positive impact of youth development programs and services on the community.
3. Thought Leadership: Develop a thought leadership strategy that positions our organization as a leading voice in the field of youth development.
Fourth Strategic Priority - Reaching More Youth:
1. Geographic Expansion: Develop a plan to expand our organization's geographic reach by identifying new service areas and establishing partnerships with schools, community centers, and other youth-focused organizations.
2. Program Diversification: Diversify our program offerings to meet the needs of different age groups and demographic groups, including low-income families, children with disabilities, and youth from diverse cultural backgrounds.
3. Marketing and Recruitment: Develop a comprehensive marketing and recruitment plan that targets parents, caregivers, and schools in our service area to increase program enrollment.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is hard to come up with good questions to ask people, It is difficult to get honest feedback from the people we serve
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Boys & Girls Clubs of Greater Augusta
Board of directorsas of 08/27/2024
Blakely Downs
McKnight Construction
Term: 2024 -
John Mills
Kathryn Sterba
Adam Williams
Nadine Bassali
Jordan Bowling
Kathryn Braxton
Morgan Brinson
Ronald Brown
Trip Brown
Clint Bryant
Marie Capito
Brent Bull
Will Caywood
Alexia Davis Payne
Mark Doyle
Marian Gause Futrell
Will Hagler
John Hughes
Millie Klosinski
Brad Kyzer Jr.
Ramone Lamkin
Ryan Mahoney
Blakely McKnight Downs
Daniel Metzel
Sean Mooney
Dereyck Moore
George Morgan
Trey Nixon
Rick Pinnell
Jeffrey Pooser
Brian Rhodes
Brett Wilson
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
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? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 02/22/2022GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.