GOLD2024

Boys & Girls Clubs of Central Virginia

Great Futures Start Here.

aka BGCCVA   |   Charlottesville, VA   |  www.bgclubcva.org
GuideStar Charity Check

Boys & Girls Clubs of Central Virginia

EIN: 54-1602004


Mission

Boys & Girls Clubs of Central Virginia enables all young people, especially those who need us most, to reach their full potential as productive, responsible, and caring community members.

Ruling year info

1991

Chief Executive Officer

Ms. Kate Lambert

Main address

PO Box 707

Charlottesville, VA 22902 USA

Show more contact info

EIN

54-1602004

Subject area info

Youth services

Population served info

Children and youth

Girls

Boys

At-risk youth

NTEE code info

Youth Centers, Clubs, (includes Boys/Girls Clubs)- Multipurpose (O20)

What we aim to solve

SOURCE: Self-reported by organization

Boys & Girls Clubs of Central Virginia offers year-round youth development services, including every day after school and all day during the summer, to provide kids with a safe, enriching, and fun place to be. As a result of COVID-19, the Club's services have never been more important. The pandemic, which has disproportionately impacted students experiencing economic disadvantages and minority populations, has increased academic and social-emotional wellness needs. The Club's enrichment programs address these needs and more, providing youth with resources and experiences to help them build bright futures.

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

Boys & Girls Clubs of Central Virginia provides 40-60 programs in six Club sites across the City of Charlottesville and Albemarle, Madison, and Orange counties. Programs are designed to promote the Club's priority outcomes of academic success, healthy lifestyles, and good character and citizenship. Club activities address five Core Areas of youth development: Education & Career; Character & Leadership; Health & Life Skills; The Arts; and Sports, Fitness, & Recreation

Population(s) Served
Children and youth
At-risk youth

Where we work

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.

The mission of Boys & Girls Clubs of Central Virginia is “to enable all young people, especially those who need us most, to realize their full potential as productive, responsible, and caring citizens.” With a belief that all children, regardless of circumstances, deserve an education and opportunities to succeed, the Club is a safe place to learn, grow, and have fun.

The Club aims to prepare young people for successful futures by promoting on-time grade progression and post-secondary planning, teaching healthy lifestyle choices and behaviors, and developing responsible citizens who are engaged in their communities. Additionally, the Club provides a place where parents know their children are safe and supported, enabling working families to pursue careers or education. The Club’s commitment to supporting children and their families plays a vital role in the short- and long-term quality of life and economic health of its communities and citizens.

High quality research- and evidence-based programs, combined with affordability and accessibility, are the Club’s most effective strategies in reaching populations experiencing disadvantages. At $15 to $150 per year, membership fees are intentionally low and represent just 2% of the Club’s operating revenue. Club sites are located in areas of greatest need, and transportation is coordinated to the Club from many local schools. Additionally, the Club maintains strong partnerships with local area public schools to provide targeted programming for the highest needs of students.

Through a Living Wage Initiative, the Club provides all staff with at least $15 per hour. Providing a living wage enhances the organization's ability to attract and retain high quality youth development professionals, helping to improve program outcomes. Additionally, for youth to envision their own bright futures, they need to experience what it means to be part of an equitable system. The Living Wage Initiative directly impacts program quality by promoting equity among staff and, by extension, modeling an equitable system for Club youth.

As the leading provider of youth development programs in the area, Boys & Girls Clubs of Central Virginia, founded in 1991 and opened in 1992, operates as an affiliate of Boys & Girls Clubs of America. The organization has grown over the past 30 years from one location serving 50 youth to six locations serving over 2,000 youth per year. Governed by a board of directors comprised of 30 distinguished community leaders, the Club employs over 100 full- and part-time staff to implement year-round services. Regular professional development opportunities are provided to staff to promote safety and high-quality interactions between staff and members.

The Club ensures fiscally and administratively sound practices by providing essential services, engaging the board of directors in strategic planning and audit reviews, and pursuing a diversified development plan. The Club's successful development efforts include an annual direct mail appeal, major fundraising events, grants from foundations and government agencies, and support from local individuals and businesses. Consistently over the past five years, at least 78% of the organization’s operating expenses have directly supported Club programming. With strong community support, the Club has a proven track record of program excellence, stewardship of resources, and responsible growth.

Over the past 30 years, BGCCVA has grown from serving 50 youth to over 2,000 youth per year. Continuing to expand its reach and address local out-of-school-time needs, the organization plans to open a new Club site in 2022 that will serve up to 300 kids every day and 500 youth per year.

Alongside increasing its reach, the Club is focused on strengthening its impact through continuous program quality improvement. Data is collected in a multitude of ways at each Club site and at the organizational level to provide a comprehensive overview of our impact. Examples of evaluations methods include: 1) the Youth Program Quality Assessment tool, developed by High Scope Educational Research Foundation; 2) the National Institute on Out-of-School Time Healthy Eating and Physical Activity Standards; 3) local Club member responses to the BGCA National Youth Outcomes Initiative survey; and 4) an annual safety assessment. Our process, led by Club-specific teams comprised of Club members, staff, and board, is implemented to develop program improvement plans that will inform policies, procedures, and training practices.

In an effort to promote diversity, equity, and inclusion (DEI) both internally and throughout the community, the Club has taken the following actions: 1) Living Wage Initiative that provides all staff with at least $15 per hour; 2) Investing over $45,000 worth of resources toward organization-wide DEI assessments to make informed, data-driven decisions on how to strengthen DEI policies and practices; 3) Providing all part- and full-time staff with telehealth benefits; 3) Changing resource development practices to include more inclusive, community-oriented events; 4) Increasing board diversity; 5) Establishing an employee-led DEI council to increase staff representation in DEI-related decision; and 6) Including a statement on pay equity in the Club's employee handbook.

In recognition of the Club's DEI stance, BGCCVA's board of directors was named the 2020 Board Team of the Year in the Virginia-D.C. region of Boys & Girls Clubs of America. The award is a reflection of BGCCVA's commitment to anti-racism, social justice work, and its response to COVID-19.

Financials

Boys & Girls Clubs of Central Virginia
Fiscal year: Jul 01 - Jun 30
Financial documents
2023 2023 Audited Financials
done  Yes, financials were audited by an independent accountant. info

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

0.59

Average of 25.40 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990

3.4

Average of 28.8 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990

17%

Average of 17% 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 Central Virginia

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Boys & Girls Clubs of Central Virginia

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 Central Virginia

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Boys & Girls Clubs of Central Virginia’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 2019 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation $804,537 $124,403 $2,046,846 -$929,375 $20,300,236
As % of expenses 20.2% 2.8% 55.8% -18.6% 331.1%
Unrestricted surplus (deficit) after depreciation $556,414 -$112,583 $1,815,207 -$1,170,730 $19,887,435
As % of expenses 13.1% -2.4% 46.6% -22.3% 303.9%
Revenue composition info
Total revenue (unrestricted & restricted) $5,928,370 $7,822,414 $13,057,406 $8,884,416 $9,162,988
Total revenue, % change over prior year -64.6% 31.9% 66.9% -32.0% 3.1%
Program services revenue 0.8% 0.3% 0.0% 0.2% 0.5%
Membership dues 1.3% 0.5% 0.1% 0.4% 0.4%
Investment income 5.8% 5.4% 2.2% 3.4% 3.7%
Government grants 11.1% 8.4% 16.2% 12.1% 11.1%
All other grants and contributions 80.9% 85.4% 81.5% 83.8% 84.4%
Other revenue 0.1% 0.1% -0.2% 0.2% -0.1%
Expense composition info
Total expenses before depreciation $3,986,046 $4,449,742 $3,665,532 $5,007,473 $6,131,982
Total expenses, % change over prior year 4.6% 11.6% -17.6% 36.6% 22.5%
Personnel 71.9% 70.1% 76.2% 73.1% 69.4%
Professional fees 1.2% 3.2% 2.0% 2.0% 3.2%
Occupancy 2.1% 1.7% 2.3% 0.6% 0.5%
Interest 0.0% 0.0% 0.0% 0.0% 0.1%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 24.8% 25.0% 19.5% 24.3% 26.7%
Full cost components (estimated) info 2019 2020 2021 2022 2023
Total expenses (after depreciation) $4,234,169 $4,686,728 $3,897,171 $5,248,828 $6,544,783
One month of savings $332,171 $370,812 $305,461 $417,289 $510,999
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $21,936,806
Total full costs (estimated) $4,566,340 $5,057,540 $4,202,632 $5,666,117 $28,992,588

Capital structure indicators

Liquidity info 2019 2020 2021 2022 2023
Months of cash 57.2 45.4 52.6 30.7 3.4
Months of cash and investments 75.3 76.8 122.2 66.6 52.1
Months of estimated liquid unrestricted net assets 7.7 7.2 15.3 9.0 4.1
Balance sheet composition info 2019 2020 2021 2022 2023
Cash $18,987,519 $16,818,303 $16,060,609 $12,808,550 $1,717,619
Investments $6,013,984 $11,651,156 $21,256,150 $14,996,887 $24,924,795
Receivables $534,483 $1,409,721 $4,940,907 $4,667,232 $2,270,859
Gross land, buildings, equipment (LBE) $7,718,525 $7,696,387 $7,750,862 $7,743,426 $29,672,555
Accumulated depreciation (as a % of LBE) 25.7% 28.5% 31.2% 34.3% 10.3%
Liabilities (as a % of assets) 0.7% 2.2% 1.0% 2.3% 5.6%
Unrestricted net assets $8,292,305 $8,179,722 $9,994,929 $8,824,199 $28,711,634
Temporarily restricted net assets $22,770,991 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 $22,770,991 $26,504,332 $38,532,471 $39,477,553 $23,745,103
Total net assets $31,063,296 $34,684,054 $48,527,400 $48,301,752 $52,456,737

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

Chief Executive Officer

Ms. Kate Lambert

Number of employees

Source: IRS Form 990

Boys & Girls Clubs of Central Virginia

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
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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 Central Virginia

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 Central Virginia

Board of directors
as of 05/14/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

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Sue Rockwell

Amanda Jones

Matt King

Jason Kapp

Uday Gupta

Butch Girdley

Geri Ficarra

Daniel Fairley

Damien Banks

Anita McGinty

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? Not applicable

Organizational demographics

SOURCE: Self-reported; last updated 5/14/2024

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
Decline to state
Gender identity
Female
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

No data

Gender identity

No data

Transgender Identity

No data

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 05/14/2024

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 ask team members to identify racial disparities in their programs and / or portfolios.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • 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 seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • 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.

Contractors

Fiscal year ending
There are no fundraisers recorded for this organization.