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West Palm Beach FL | IRS ruling year: 1970 | EIN: 23-7060561
Founded in 1971, the Boys & Girls Clubs of Palm Beach County is a youth development organization dedicated to promoting the educational, vocational, health leadership and character of boys and girls in a safe, nurturing environment. The Clubs provide more than a safe, fun and constructive alternative to being home alone - they offer a variety of award-winning developmental programs to help youth build skills, self-esteem and values during critical periods of growth. More than 1,800 youth participate in club activities each day.
Great
This charity's score is 96%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Boys & Girls Clubs of Palm Beach County is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Boys & Girls Clubs of Palm Beach County has earned a 95% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This score represents Form 990 data from 2019. More recent filing data is available, but it has not been factored into this score, due to COVID-19's effect on this organization.
Rating update postponed due to COVID-19's impact on this organization. View Boys & Girls Clubs of Palm Beach County's response.
Learn more
Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| No Material Diversion of Assets ... (More) A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
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| Audited Financials Prepared by Independent Accountant ... (More) Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Doest not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
| Conflict of Interest ... (More) Such a policy protects the organization, and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 39.50% - 5/10 ptsLiabilities to Assets Ratio - 39.50% - 5/10 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Working Capital Ratio - 1.16 years - 10/10 ptsWorking Capital Ratio - 1.16 years - 10/10 pts
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Efficiency - $0.07 - 10/10 ptsFundraising Efficiency - $0.07 - 10/10 pts
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Administrative Expense Ratio - 7.80% - 10/10 ptsAdministrative Expense Ratio - 7.80% - 10/10 pts
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Expense Ratio - 6.00% - 10/10 ptsFundraising Expense Ratio - 6.00% - 10/10 pts
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Ratio - 86.10% - 10/10 ptsProgram Expense Ratio - 86.10% - 10/10 pts
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).
This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Growth - 13.37% - 10/10 ptsProgram Expense Growth - 13.37% - 10/10 pts
We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Jaene A. Miranda, President & CEO
$219,718 (1.44% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
Source: IRS Form 990 (page 7), filing year 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Combat juvenile delinquency (BMF activity code: 328)
Other school related activities (BMF activity code: 059)
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
Data Sources: IRS Forms 990
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to view this organization's Forms 990 on the IRS website (if any are available).
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Program Delivery
Fundraising Capacity
Revenue
Staffing
Although BGCPBC experienced critical COVID-19 related revenue loss due to the mandatory cancellation of large fundraising events, the organization’s leadership is cognizant that our Clubs and services are the backbone of the communities in which they are located; if children and families can’t count on us being there for them, we cannot maintain the trust necessary to make a difference in their lives. The organization’s Board of Directors made a commitment throughout the pandemic to ensure no BGCPBC staff would be furloughed, allowing for the uninterrupted provision of emergency and ongoing services. In order to help provide for lost revenue, BGCPBC proactively applied for and received federal Small Business Administration COVID-19 Emergency Relief funding. Additional revenue recovery efforts continue, including our Stand up for the Children Campaign, as well as the ongoing pursuit of government, foundation and individual support grants.
COVID-19 presented BGCPBC with extraordinary challenges to all our operations. In March 2020, we completely restructured our programming to provide immediate relief services: Daily food distribution at 13 Club sites provided children with breakfast, lunch, snack and dinner 7 days a week; food was given to parents using a drive-thru, “grab and go” distribution system, with 690,000 meals served; “Farm to Family” food distribution averaged 1,000 bags weekly; the bags contained enough fresh food to feed a family of 4, impacting an estimated 4,000 Club family members weekly and; BGCPBC’s web-based, e-learning platform, “Boys & Girls Clubs at Home,” was developed. When lockdown was lifted, BGCPBC launched a hybrid summer camp program offering both in-Club or at-home participation via “Boys and Girls Clubs at Home”. When schools reopened in August 2020 only offering a distance learning platform, BGCPBC extended our full-day summer hours (7:30 am – 8 pm!) through the end of December 2020.
For BGCPBC, the safety of our members and staff is our first and foremost concern. When COVID-19 first struck, BGCPBC restructured services to meet the urgent needs of our children and their families: we became a major distributor of food in the county and developed virtual, distance learning resources. We vigilantly monitor the CDC, State of Florida, and County Health Department COVID-19 health and safety guidelines and implement all health and safety protocols, including wearing masks, maintaining social distancing and disinfecting Club spaces. As time has moved on, BGCPBC recognizes the toll this prolonged crisis has taken on our members: increased symptoms of depression and anxiety, decreased attention span, and poor academic performance. To counter this, BGCPBC is implementing an agency-wide, trauma-informed culture of care, training staff in Social-Emotional Learning, to help children develop crucial life skills, a positive self-image, empathy, and healthy relationships.
From our experience during COVID-19, there are both programming and processes BGCPBC will continue into the future. The most critical of these is our new Social-Emotional Learning department; many of our children live through bullying, domestic violence, drug or alcohol abuse in the home or a parent or guardian who suffers from a mental illness. The pandemic added the fear of contracting COVID 19 and possibly experiencing the death of a loved one. Our SEL program seeks to reduce/deter mental health problems and protect members’ well-being. In order to maintain regular contact with staff while physical distancing guidelines during the pandemic, BGCPBC conducted Club-wide staff meetings 2x weekly over Zoom, rather than in-person. With 17 Club sites throughout a county that is geographically one of the largest east of the Mississippi, using this web-based approach has alleviated the stress and expense of staff travelling among all sites and will be continued twice monthly moving forward.
Not Currently Scored
Boys & Girls Clubs of Palm Beach County cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
Boys & Girls Clubs of Palm Beach County reported its three largest programs on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
Certified Teachers
Spent in most recent FY
Percent of program expenses
Social Skill Development
Spent in most recent FY
Percent of program expenses
Youth Opportunities
Boys & Girls Clubs of Palm Beach County has earned a 100% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - UnscoredConstituent Feedback - Data Available - Unscored
This organization reported that it is collecting feedback from the constituents and/or communities it serves. However, it did not respond to one or more survey questions, and therefore is not eligible for a score on this metric. (View our beacon methodology.) Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
At risk youth
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Case management notes, Constituent (client or resident, etc.) advisory committees
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
With whom does your organization share the feedback you got from the people you serve?
Our staff, Our board, Our community partners
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Note: The organization did not respond to this question.
Diversity, Equity & Inclusion - Data Available - 100/100 ptsDiversity, Equity & Inclusion - Data Available - 100/100 pts
100% of beacon score
This organization's score of 100 is a passing score. The organization reported that it is implementing 11 diversity, equity and inclusion (DEI) practices. Charity Navigator believes nonprofit organizations implementing effective DEI policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
DEI Practices (6/7) | |
|---|---|
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. | |
DEI Policies and Procedures (5/7) | |
|---|---|
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. | |
Boys & Girls Clubs of Palm Beach County has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
The mission of Boys & Girls Clubs of Palm Beach County is to enable all young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
BGCPBC’s vision is to provide a world-class Club Experience that assures success is within reach of every young person who enters our doors with all members on track to graduate from high school with a plan for the future, demonstrating good character and citizenship, and living a healthy lifestyle.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Increase endowment by 200% to help secure the Clubs’ future. BGCPB has launched a Campaign that is set to increase combined programming and operating endowment by 200%.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Two: Build out a Social & Emotional Department (SEL) that will include SEL Coordinators or SMART Instructors at 13 Club sites
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: Expand Career Bound program to support a 50% increase teen Club membership.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
In 2021, BGCPBC embarked upon a major initiative to restructure our business model at the Clubs. We elevated the roles of Club leadership by promoting the Club Director to Executive Club Director, the Program Coordinator to Assistant Club Director, and the Membership Clerk to Membership Coordinator. Each promotion includes a salary increase based on meeting position-specific performance objectives at 30, 60, and 90-day intervals; these assessments serve as coaching and professional development opportunities. This strategic move with these positions created a Leadership Team model at each Club site. We have also challenged staff in these new positions to obtain a college degree (if not already degreed). Through our partnership with PrimeTime Palm Beach County, BGCPBC’s youth development staff can obtain an Associate in Science degree and a Bachelor in Science degree at Palm Beach State College at no cost!
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Policy Advocacy
BGCPBC has forged strong strategic partnerships with a multitude of community members and organizations to ensure children and families receive the most comprehensive services possible. These partners include: School District of Palm Beach County, Palm Beach State College, Career Source Palm Beach County, Palm Beach County Sheriff’s Office, United Way, Community Foundation, Legal Aid, Center for Child Counseling, Carrier Technologies, Coca Cola, Finfrock Enterprises, and Nike. BGCPBC is an active member of the county’s Birth to 22: United for Brighter Futures Alliance. BGCPBC’s marketing efforts include a robust web and social media presence (website https://bgcpbc.org/; Facebook@bgcpbc; Twitter@bgc_pbc; Instagram@bgcpbc). BGCPBC is a member of state and national advocacy networks through the Florida Alliance of Boys & Girls Clubs and Boys & Girls Clubs of America and has recently added a Director of Government Relations and Partnerships to maximize advocacy efforts.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
In over 50 years of serving children and families in Palm Beach County, it would not be an exaggeration to say that BGCPBC has never experienced the kind of life-altering changes that were brought on by the pandemic. At the onset of COVID-19, our organization immediately pivoted to devote our resources to the most urgent needs of our children and families: the provision of food and distance learning programming. BGCPBC became one of the major food providers in the county with our Grab & Go daily breakfast/lunch/dinner that served almost 700,000 meals and Farm to Family’s fresh food that served 4,000 individuals weekly through the end of 2020. BGCPBC’s Board and Executive Leadership never wavered in their commitment to ensure no staff were furloughed, safeguarding the organization’s ability to serve our children and families. When COVID-19 lockdown was lifted, BGCPBC opened Club doors, following all CDC/Health Department health and safety guidelines. As we moved into 2021, we could see how the ongoing difficulties faced by our children were now exacerbated by COVID-19: depression, anxiety and, in turn, falling grades. BGCPBC leadership again moved forward, creating the new Social-Emotional Learning department, training staff to work with our members to reduce challenging behaviors, increase motivation, teach problem-solving skills, encourage empathy, and provide a space to talk about mental health concerns. While our organization’s focus is always on the well-being of our children, BGCPBC also recognizes how important it is to ensure the well-being of our staff. Over this past year, our staff have consistently gone above and beyond in their delivery of services, even while they themselves were struggling with COVID fatigue. BGCPBC works to ensure staff feel they are in a caring, safe, responsive environment and provides development training to improve their ability to understand change and handle the stress that can come with it.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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