Boys & Girls Clubs of Annapolis & Anne Arundel County, Inc.
Great Futures Start Here
Boys & Girls Clubs of Annapolis & Anne Arundel County, Inc.
EIN: 52-1736346
as of September 2023
as of September 18, 2023
Mission
The mission of the Boys & Girls Clubs of Annapolis & Anne Arundel County is to inspire and enable all young people, especially those who need us most, to reach their full potential as productive, responsible and caring citizens.
Ruling year
1993
CEO
Lisa Lindsay-Mondoro
Main address
121 South Villa Avenue
Annapolis, MD 21401 USA
EIN
52-1736346
Youth services
Population served
Children and youth
Girls
Boys
At-risk youth
NTEE code
Boys and Girls Clubs (Combined) (O23)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Every day almost 200,000 kids in Maryland leave school with nowhere to go. They risk being unsupervised, unguided and unsafe. After school hours and all out-of-school hours are a critical time for youth. It is often a time of risk to youth's health and safety, or it can be a time that can represent an opportunity to learn and grow through quality after-school programs.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Summer Camp
BGCAA serves youth from the ages of 6 - 12 with an 8 week Summer Camp program. The entire 8 week session is $350 and includes breakfast & lunch daily, T-shirt, Field Trips, and programs that are fun, educational, and life enhancing.
After School Programming
BGCAA's after school programming serves youth from the ages of 6 to 18 through a variety of programs including homework assistance, technology centers, teen centers, career exploration, job assistance, sports and recreation, art classes and leadership development.
We have six Clubhouses: three in Annapolis and one each in Pasadena, Glen Burnie, and Severn, Maryland. We also offer "Club on the Go" programming to reach youth in areas that are not served by a traditional Clubhouse.
Clubs traditionally are open every day after school until 7:00pm. We are also open from 9 am-5 pm on most days when schools are closed. Membership is only $25 for the entire school year, and no child is ever turned away due to inability to pay the fee.
Where we work
External reviews
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of registered members
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Number of registered members from the ages of 6 to 18.
Number of youth served through Power Hour: Making Minutes Count (Homework Help) program.
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Number of members who participate in Power Hour: Making Minutes Count program which is a designated time for homework at each of our Clubhouses. The program runs through the school year.
Number of youth from the ages of 6 - 15 who are registered for Summer Camp.
This metric is no longer tracked.Totals By Year
Related Program
Summer Camp
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of youth registered as members for the 2018-2019 Fiscal Year.
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Membership is $25 for the entire school year and no on is turned away who cannot afford this fee. BGCAA's fiscal year runs thru June 30th.
Number of youth registered as members for the 2019-2020 Fiscal Year (thru March 2020)
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Membership is $25 for the entire school year and no on is turned away who cannot afford this fee. BGCAA's fiscal year runs thru June 30th.
Number of Clubhouses
This metric is no longer tracked.Totals By Year
Population(s) Served
At-risk youth, Children and youth
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Goals & Strategy
Learn 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?
BGCAA's mission is to inspire and enable all young people, especially those who need us most, to reach their full potential as productive, responsible and caring citizens.
Research indicates that a child’s experience during high-quality after-school programs can have as much influence on their overall success as their experience during school time. Evidence also links high-quality after-school programs with gains in standardized test scores and work habits, as well as with reductions in behavior problems among disadvantaged students.
What are the organization's key strategies for making this happen?
BGCAA is dedicated to ensuring that all youth from 6 to 18 have access to affordable, quality afterschool and out of school programs. Clubs are open every day after school until 7:00pm, during school breaks, and during the summer, offering programs with three priority outcome areas:
• Academic Success
• Good Character & Citizenship
• Healthy Lifestyles.
BGCAA keeps kids safe, engage kids in learning, provide hot meals, and offer mentoring and character-building programs.
The Club Experience consists of these key elements.
• A safe, positive environment which is the foundation for life-changing youth development
• Fun and a sense of belonging to keep youth engaged
• Supportive relationships
• Opportunities, expectations, and recognition
These elements help transform time spent at the Club into experiences that change young lives.
Note: During Covid the Club revised it's model to do "Whatever It Takes" to support local youth. This meant Club-on-the-Go programs and Club-on-the-Corner programs when our doors were closed. And now a modified schedule from 8am to 5pm to best serve youth while schools are in hybrid mode.
What are the organization's capabilities for doing this?
The Boys & Girls Clubs of Annapolis & Anne Arundel County (BGCAA) is well positioned to support and prepare young people for 21st century success, and excels at reaching youth who need us most. For more than 30 years BGCAA has positively changed the lives of youth in Anne Arundel County.
BGCAA has six Clubhouses with three in Annapolis, and one each in Pasadena, Severn and Glen Burnie. Clubhouses are strategically located in or near the county's low income and high risk communities that have shown the most need for out-of-school programs. Each Club provides youth from the ages of 6 to 18 with a safe environment, mentors, tutors, staff, hot meals, and targeted programming every day afterschool and during most school breaks. BGCAA also offers an 7-week summer camp for 6 to 12 year olds.
What have they accomplished so far and what's next?
BGCAA is a nonprofit organization dedicated to ensuring that all youth from the ages of 6 to 18 have access to affordable, quality afterschool and out-of-school programs. Boys & Girls Club programs are credited with improving lives of all youth from across the socioeconomic spectrum and may significantly reduce a service area’s crime rate, drug use and gang activity. Great Futures are started at our local Boys & Girls Clubs every day
To abide by rigorous safety guidelines, club kids and staff wear masks, have health checks upon daily Club entry, must socially distance, and abide by a long list of safety protocols. Due to social distancing we've had to limit the number of youth served each week and during Summer Camp 2021 so that we can provide a safe program.
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 inform the development of new programs/projects
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
12.66
Months of cash in 2022 info
14.9
Fringe rate in 2022 info
14%
Funding sources info
Assets & liabilities info
Financial data
Boys & Girls Clubs of Annapolis & Anne Arundel County, Inc.
Revenue & expensesFiscal Year: Jul 01 - Jun 30
Boys & Girls Clubs of Annapolis & Anne Arundel County, Inc.
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Boys & Girls Clubs of Annapolis & Anne Arundel County, Inc.
Financial trends analysis Glossary & formula definitionsFiscal Year: Jul 01 - Jun 30
This snapshot of Boys & Girls Clubs of Annapolis & Anne Arundel County, Inc.’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $145,475 | $157,734 | $516,467 | $554,311 | $28,979 |
| As % of expenses | 8.4% | 8.9% | 29.9% | 31.8% | 1.6% |
| Unrestricted surplus (deficit) after depreciation | $52,510 | $63,284 | $420,611 | $457,600 | -$71,101 |
| As % of expenses | 2.9% | 3.4% | 23.1% | 24.9% | -3.8% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $1,628,738 | $1,675,911 | $2,935,199 | $1,777,132 | $1,615,217 |
| Total revenue, % change over prior year | -33.5% | 2.9% | 75.1% | -39.5% | -9.1% |
| Program services revenue | 10.8% | 9.2% | 4.8% | 0.4% | 4.0% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.8% | 1.3% | 1.0% | 0.3% | 0.7% |
| Government grants | 3.4% | 2.9% | 1.1% | 0.6% | 36.9% |
| All other grants and contributions | 82.7% | 84.3% | 91.3% | 95.7% | 55.7% |
| Other revenue | 2.3% | 2.3% | 1.8% | 2.9% | 2.7% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $1,734,715 | $1,762,571 | $1,724,814 | $1,741,034 | $1,788,348 |
| Total expenses, % change over prior year | 5.4% | 1.6% | -2.1% | 0.9% | 2.7% |
| Personnel | 61.6% | 63.0% | 67.3% | 67.9% | 73.3% |
| Professional fees | 0.8% | 1.2% | 5.3% | 1.5% | 2.0% |
| Occupancy | 4.3% | 5.1% | 4.8% | 4.6% | 4.5% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 20.1% | 14.8% | 11.2% | 11.6% | 3.9% |
| All other expenses | 13.1% | 15.8% | 11.5% | 14.3% | 16.2% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $1,827,680 | $1,857,021 | $1,820,670 | $1,837,745 | $1,888,428 |
| One month of savings | $144,560 | $146,881 | $143,735 | $145,086 | $149,029 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $1,972,240 | $2,003,902 | $1,964,405 | $1,982,831 | $2,037,457 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 10.7 | 11.3 | 14.2 | 14.0 | 14.9 |
| Months of cash and investments | 10.9 | 12.1 | 14.7 | 15.6 | 16.4 |
| Months of estimated liquid unrestricted net assets | 6.7 | 7.3 | 10.7 | 14.2 | 13.9 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $1,549,391 | $1,652,432 | $2,045,501 | $2,029,616 | $2,224,945 |
| Investments | $22,029 | $118,367 | $60,277 | $232,379 | $218,814 |
| Receivables | $441,034 | $100,913 | $958,092 | $679,435 | $231,147 |
| Gross land, buildings, equipment (LBE) | $2,830,877 | $2,875,108 | $2,934,463 | $2,958,605 | $2,975,451 |
| Accumulated depreciation (as a % of LBE) | 33.4% | 36.2% | 38.7% | 41.6% | 44.8% |
| Liabilities (as a % of assets) | 10.9% | 10.7% | 9.0% | 5.3% | 4.9% |
| Unrestricted net assets | $2,750,204 | $2,813,488 | $3,234,098 | $3,691,698 | $3,620,597 |
| Temporarily restricted net assets | $738,355 | $508,435 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $738,355 | $508,435 | $1,199,008 | $728,517 | $486,429 |
| Total net assets | $3,488,559 | $3,321,923 | $4,433,106 | $4,420,215 | $4,107,026 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
CEO
Lisa Lindsay-Mondoro
Lisa worked for the public school systems beginning in 1996 taught students ranging from 1st to 12th grades in both general and special education settings. For five years she served as the On-Site Administrator for the Alternative Education Program working with suspended and expelled middle school students. She taught at the Alternative Center for Education (ACE Program) located at the Wiley H. Bates Boys & Girls Club since its inception. It was while teaching at this program that Lisa realized that she wanted to become a part of the Boys & Girls movement. Lisa started at BGCAA as the Education Director but her passion for the kids, and ability to oversee the entire organization made her a natural fit for the CEO position. Lisa graduated from Longwood University with a Bachelor of Science in Sociology/Criminal Justice.
Number of employees
Source: IRS Form 990
Boys & Girls Clubs of Annapolis & Anne Arundel County, Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Boys & Girls Clubs of Annapolis & Anne Arundel County, Inc.
Board of directorsas of 06/22/2023
Board of directors data
Joseph Mayer
Mike Pitchford
Vice President
Sandy Stephens
Secretary
Jack Whitelaw
Treasurer
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
-
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? Not applicable
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
Sexual orientation
Disability
Equity strategies
Last updated: 07/19/2022GuideStar 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 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.
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