PLATINUM2023

Boys & Girls Clubs of the Valley

Great Futures Start Here

aka BGCAZ (formerly known as Boys & Girls Clubs of Metropolitan Phoenix and Boys & Girls Clubs of the East Valley)   |   Phoenix, AZ   |  https://www.bgcaz.org
GuideStar Charity Check

Boys & Girls Clubs of the Valley

EIN: 86-0550646


Mission

Boys & Girls Clubs of the Valley empowers young people, especially those who need us most, to reach their full potential as productive, caring, responsible members of the community. The organization's vision is to be the premier out-of-school-time provider and leading voice for youth development in Arizona, ensuring youth and teens have the skills and resilience to successfully navigate childhood and prepare for adulthood. BGCAZ provides after-school and summer programs in some of the Valley's most deserving neighborhoods. Our programs focus on four key areas: Academic Success, Healthy Lifestyles, Good Character & Leadership, and Career Pathways & Workforce Readiness. Great Futures Starts Here.

Ruling year info

1986

President & CEO

Marcia Mintz

Main address

4309 E. Belleview St., Bldg. 14

Phoenix, AZ 85008 USA

Show more contact info

Formerly known as

Boys & Girls Clubs of the East Valley

Boys & Girls Clubs of Metro Phoenix

EIN

86-0550646

Subject area info

Youth services

Youth organizing

Economics for youth

Population served info

Children and youth

Adolescents

Girls

Boys

Families

Show more populations served

NTEE code info

Boys and Girls Clubs (Combined) (O23)

Youth Development Programs (O50)

Business, Youth Development (O53)

What we aim to solve

SOURCE: Self-reported by organization

When school is out, youth and teens need productive, engaging programs to enjoy during those out-of-school hours. Boys & Girls Clubs fills the critical need for out-of-school supervision and care by providing a safe, nurturing environment for kids to learn, create, socialize, exercise, and grow. Our mission is to empower all young people, especially those who need us most, to reach their full potential as productive, caring, responsible members of the community. Our programming is carefully calibrated to ensure our Club Members gain the skills and resilience to successfully navigate childhood and prepare for adulthood. We guarantee cost will never be a barrier for a child or teen.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Youth Development

BGCAZ 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 the Valley provides programmatic and executive training for Club professionals in Arizona

Population(s) Served
Children and youth
Families

Our caring, enthusiastic Youth Development Professionals provide weekly camp activities that encourage, excite, and inspire young minds. From academic enrichment to challenging and fun physical activities. . .from new and interactive experiences like talent shows and cooking lessons to opportunities for character development, BGCAZ Summer Fun is the place for safe, affordable, enriching summer programs.

In addition to our programs, we provide healthy snacks and nutritious breakfast and lunch at no additional cost to you.

Kids will form lasting friendships, forge healthy relationships with adult mentors, and experience new adventures in our summer programs.

Population(s) Served
Children and youth
Families

AZYouthforce is a new workforce development program of Boys & Girls Clubs of the Valley to help teens identify interests and learn how they can apply these skills to the workplace for their future.

AZYouthforce is powered by our dedicated leadership team, staff, and a network of exceptional education, business, and community partners.
AZYouthforce believes in helping teens & young adults connect to real-life workplace environments.

We believe in supporting teens & young adults in finding meaningful work experiences through paid internships.

We are dedicated to guiding teens & young adults and believe that they can develop career and educational pathways for their future.

AZYouthforce assists teens & young adults to explore a variety of pathways and develop their own personalized plan of success.

We guide teens & young adults through the exploration process by providing training, coaching, internships, and rewarding jobs.

We recognize that significant barriers may exist for teens & young adults seeking to enter the workforce; therefore, we explore different resources that minimize barriers.
AZYouthforce guides teens & young adults to reach for their goals, and empower them to reach their potential.

We encourage teens & young adults to reach their full potential by providing meaningful internship opportunities.

We help teens & young adults to reach for their educational and career goals by providing the support structure they need.

Population(s) Served
Adolescents
At-risk youth

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Total number of organization members

This metric is no longer tracked.
Totals By Year
Population(s) Served

Families, Parents

Related Program

Youth Development

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

Membership remained steady over the last two years per Club. The difference in the # presented is the two Native American Clubs formed their own independent org, an initiative of BGCA.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Our programs aren’t just fun – everything we do has a purpose. We want to ensure kids’ academic, social, and emotional success. Our Outcome-Driven Club Experience is focused on Four Priority Outcomes for the youth we serve.

ACADEMIC SUCCESS
Learning doesn’t end when school is out. Our programs are designed to foster a culture of high expectations
and academic achievement. We focus on increasing high school graduation rates and decreasing school
absenteeism, and we encourage kids to create ambitious, achievable post-secondary goals.

Every Club offers a unique array of programs designed to educate and delight our members. All Boys & Girls Clubs offer academic enrichment programs, including STEAM (science, technology, engineering, arts and math) initiatives, homework help, financial literacy, and summer programs to prevent summer learning loss.

GOOD CHARACTER & LEADERSHIP
At Boys & Girls Clubs, we engage with our members to model the importance of giving back to the community. We equip our youth and teens with the tools they need to become responsible, caring adults and active, participating members of the community by offering character development and leadership skills programs. Our members treat each other with respect, demonstrate civility, serve others at the Club or in the community, and understand their rights and responsibilities as community members. While serving others in a variety of different and age-appropriate ways, they learn empathy, cooperation, leadership, and communication. These skills benefit our members in their immediate, daily lives while preparing them for adult life and a career.

HEALTHY LIFESTYLES
Boys & Girls Clubs do more than provide care and recreation. Through our health and wellness programs,
we offer a variety of resources to help our Club members make healthy choices. Our food and healthy living programs are guided by the principle that every young person should be equipped to make healthy decisions resulting in social, emotional, and physical well-being. Our members gain the confidence to take responsibility for their actions via a combination of nutrition education, team sports, and gym time. Our healthy lifestyles platform teaches our members that informed decisions about health and social issues are the difference between a life with limited options and a life filled with hope and opportunity.

CAREER PATHWAYS & WORKFORCE READINESS
Boys & Girls Clubs are uniquely situated to prepare youth to achieve success in work and life. Clubs help
develop soft skills like – perseverance, communication, and problem-solving – and hard skills – like digital literacy, business etiquette, STEM skills, and financial literacy – that are transferable across industries. Beginning at a young age, Boys & Girls Clubs encourage youth to identify interests and skills and connect those to potential career paths. Career exploration grows into internship and employment readiness and work-based learning for teens.

Deepen Organizational Health
When combining resources, an effort that may otherwise be expended on redundant activities can be focused on key actions to tangibly move the organization in the direction of its goals. This is one way that capacity is built. The organization is one of the largest Boys & Girls Clubs organizations in the nation, and one of the largest youth-serving organizations in all of Arizona!

Strategic Partnerships
Boys & Girls Clubs of the Valley enjoy healthy and long-term relationships with many corporations and foundations. Our national and regional partnerships through BGCA are more effective when they are implemented by a coordinated team across 15 metro cities. As the organization grows, the new organization will be able to demonstrate scale and efficacy at the regional and state level, with proven results with those youth who need us most. We can deepen our partnerships to scale and truly work toward meaningful and lasting change in the lives of the families we serve.

Enhanced Programming
The successful integration of Boys & Girls Clubs results in enhanced programs with shared learning to meet local needs and interests. These areas include:
• Tech centers
• Music & video studios
• Innovation labs
• STEM programming
• AZYouthforce
• Sports leagues, including E-sports
• Arts & music
• Local programs to reflect members’ interests
• Focused youth, tween, and teen programs
Cohesive implementation of programs allows for better evaluation of programs at scale, providing more opportunities for informed decision-making and program development.

Fundraising
Our organization relies on philanthropy to support our operations. With limited earned income from membership, our Clubs are supported by thousands of individuals, corporations, and foundations to ensure access to our Clubs for the families who need us.

Advocacy
A Leading Voice For Youth Merged, the Clubs serve more than 13,000 members
across the Valley and an additional 35,000 other youth in 27 Clubs. This is larger than most Phoenix school
districts. Under a single umbrella, the organization is one of the largest nonprofit food providers in Arizona. Combined, the organization is able to focus on leading the conversation around youth development, educational enrichment, and the critical importance of out-of-school time programming for youth and families. We will collaborate with schools to measure the impact of out-of-school programs on students’ reading, math, and technology efficacy. Similarly, we can research and report the true economic impact of BGCs as a major employer, as well as the impact of programs on youth and their parents.

BGCAZ's ability to meet its goals is through the resource development and operations teams that work hand in hand with each other and our partners. It is community relationships, commitment of our staff and funding partners that make reaching the set goals possible. Through a set strategic plan led by senior leadership and the board of directors, we work toward set milestones that are achievable and realistic. Each month senior leadership reviews and monitors that the steps to accomplish our annual and long-term goals are progressing and identifying any pain points that may arise.

Boys & Girls Clubs of the Valley's progress toward reaching annual and long terms goals has been successful through the dedication of funding partners and dedicated staff. Currently, the organization is exceeding goals in donor retention rates of donors who give $500 or more annually, on track to meet all donor retention rates, the total number of donors, and gift retention rate goals. Overall fundraising goals are on track for the fiscal year.

Additionally, we have opened more locations and added new programming or resumed past programs that had a delay due to the pandemic of 2020. This allows BGCAZ to serve more youth across the Valley for many years to come.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • 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

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, 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 engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback

Financials

Boys & Girls Clubs of the Valley
Fiscal year: Jul 01 - Jun 30

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2023 info

SOURCE: IRS Form 990

3.45

Average of 1.85 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990

1.5

Average of 2 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990

16%

Average of 19% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Boys & Girls Clubs of the Valley

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Boys & Girls Clubs of the Valley

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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.

Fiscal year ending: cloud_download Download Data

Boys & Girls Clubs of the Valley

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Boys & Girls Clubs of the Valley’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.

Created in partnership with

Business model indicators

Profitability info 2019 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation $1,476,774 $26,921,614 $8,063,150 $8,022,982 -$253,811
As % of expenses 18.2% 216.5% 37.9% 25.9% -0.9%
Unrestricted surplus (deficit) after depreciation $859,872 $25,489,406 $6,184,037 $6,380,530 -$1,924,758
As % of expenses 9.9% 183.8% 26.7% 19.5% -6.6%
Revenue composition info
Total revenue (unrestricted & restricted) $8,122,174 $49,182,141 $24,364,490 $34,353,301 $28,066,810
Total revenue, % change over prior year 1.5% 505.5% -50.5% 41.0% -18.3%
Program services revenue 40.2% 6.9% 16.7% 11.7% 16.7%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.3% 0.1% 0.5% 0.9% 1.1%
Government grants 30.3% 8.1% 37.0% 22.0% 25.7%
All other grants and contributions 28.7% 84.1% 46.0% 64.1% 60.7%
Other revenue 0.6% 0.8% -0.2% 1.3% -4.2%
Expense composition info
Total expenses before depreciation $8,104,688 $12,434,947 $21,298,599 $31,012,504 $27,466,903
Total expenses, % change over prior year 5.9% 53.4% 71.3% 45.6% -11.4%
Personnel 71.2% 70.6% 57.8% 48.6% 60.7%
Professional fees 3.8% 4.6% 6.0% 3.9% 8.7%
Occupancy 9.9% 6.3% 10.6% 7.9% 9.3%
Interest 1.1% 0.3% 0.1% 0.0% 0.0%
Pass-through 0.8% 0.8% 9.9% 22.9% 0.7%
All other expenses 13.2% 17.4% 15.6% 16.5% 20.6%
Full cost components (estimated) info 2019 2020 2021 2022 2023
Total expenses (after depreciation) $8,721,590 $13,867,155 $23,177,712 $32,654,956 $29,137,850
One month of savings $675,391 $1,036,246 $1,774,883 $2,584,375 $2,288,909
Debt principal payment $0 $0 $2,697,000 $80,410 $90,014
Fixed asset additions $0 $14,062,175 $0 $0 $2,023,355
Total full costs (estimated) $9,396,981 $28,965,576 $27,649,595 $35,319,741 $33,540,128

Capital structure indicators

Liquidity info 2019 2020 2021 2022 2023
Months of cash 1.0 7.7 3.1 2.6 1.5
Months of cash and investments 2.1 10.6 6.6 6.7 6.1
Months of estimated liquid unrestricted net assets -9.1 7.2 8.1 8.2 8.3
Balance sheet composition info 2019 2020 2021 2022 2023
Cash $676,709 $7,997,051 $5,496,483 $6,603,727 $3,368,325
Investments $722,708 $3,002,606 $6,189,082 $10,722,059 $10,693,742
Receivables $367,527 $4,621,891 $5,061,321 $4,548,213 $4,753,146
Gross land, buildings, equipment (LBE) $16,305,305 $49,895,250 $49,236,594 $50,061,441 $51,999,679
Accumulated depreciation (as a % of LBE) 51.8% 58.9% 60.6% 62.4% 63.1%
Liabilities (as a % of assets) 15.9% 10.5% 5.3% 9.3% 6.6%
Unrestricted net assets $1,626,616 $27,116,022 $33,300,059 $39,680,589 $37,755,831
Temporarily restricted net assets $6,537,365 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $6,537,365 $17,207,067 $16,543,978 $16,057,711 $20,487,358
Total net assets $8,163,981 $44,323,089 $49,844,037 $55,738,300 $58,243,189

Key data checks

Key data checks info 2019 2020 2021 2022 2023
Material data errors No No No No No

Operations

The people, governance practices, and partners that make the organization tick.

Documents
Form 1023/1024 is not available for this organization

President & CEO

Marcia Mintz

Marcia Mintz has more than 20 years of global and national corporate and nonprofit experience. Most recently, she served as President of John C. Lincoln Health Foundation and Senior Vice President of community benefit programs and services of HonorHealth. Ms. Mintz has served as the chief development officer of Valley of the Sun United Way. Prior to that, she worked in the Bay Area creating corporate and individual partnerships for a nonprofit multi-use residential and recreational campus and eight years in global program development. She has worked and lived in Latin America, Cuba, Europe, and the former Soviet Union. She was named one of AZ Business magazine's 50 Most Influential Women in Arizona Business in 2014 and a Woman Who Moves the Valley 2012 by Arizona Foothills Magazine. Ms. Mintz earned a master's degree in Business Administration from the University of Arizona's Eller School of Management and a Bachelor of Fine Arts degree from New York University's Tisch School

Number of employees

Source: IRS Form 990

Boys & Girls Clubs of the Valley

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

Boys & Girls Clubs of the Valley

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Boys & Girls Clubs of the Valley

Board of directors
as of 01/24/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Cullen Maxey

Arizona Diamondbacks

Term: 2022 - 2024

James Bosserman

Arizona State University

Maria Brink

Toyota/Lexus Financial Services

David Crummey

Newtown CDC / MAA Board Chair

Alan Detata

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Freddie Dobbins

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Scott Nance

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Bart Patterson

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William Rau

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Tom Wolf

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Cullen Maxey

Arizona Diamondbacks

Kevin McHolland

Ernst & Young LLP

George Spelius

Safelite AutoGlass

Jim Stabilito

Lockton Companies

David Ralls

Commit Agency

Kimberly Shepard

Cigna

Shelly Sexton

Google

Steve Ryan

Arizona Cardinals Football Club

Jackie Hunter

Community Volunteer

Dale Adams

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Allan Allford

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Tim Muehlhausen

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Jody Sarchett

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Linda Little

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James Moffett, Jr.

Crescent Crown Distributing, LLC

Dion Geary

Community Volunteer

Patrick Epum

BMO Harris Bank

Glynis Bryan

Insight

Michael Basil

First Trust

David Bloss

Community Volunteer

Clarissa Cerda

Pindrop Security

Tom Collins

CopperPoint Insurance

Neal Crapo

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Robert Dubberly

KPMG, LLP

Thomas Fletcher

Phoenix Suns

David Gifford

Grant Thorton, LLC

Darius Green

Keyser

Kami Haskins

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Robert Micera

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Steven Ortega

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David Ralls

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Meg Sassaman

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Board leadership practices

SOURCE: Self-reported by organization

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? Yes

Organizational demographics

SOURCE: Self-reported; last updated 1/19/2023

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
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

No data

Equity strategies

Last updated: 05/14/2021

GuideStar 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

Data
  • 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.
Policies and processes
  • 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.

Contractors

Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser