Mission: The Boys & Girls Clubs of Sarasota County is a unique organization consisting of four Club facilities, six additional 21st Century Community Learning Centers at area Elementary and Middle Schools, and an administrative office. Our goal is to provide every child with the essential tools needed for a successful and bright future. The mission of the Boys & Girls Clubs of Sarasota County is to enable all young people, especially those who need us most to realize their full potential as productive, caring and responsible citizens. Every day, the Boys & Girls Clubs of Sarasota County strive to improve each child's life by implementing self-esteem, courage, and positive values through all of our educational programs.

Boys & Girls Clubs of Sarasota and DeSoto Counties is a 501(c)(3) organization, with an IRS ruling year of 1968, and donations are tax-deductible.

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Contact Information

  https://bgcsdc.org/

  3130 Fruitville Road
Sarasota FL 34237 

  941-366-3911


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Star Rating System by Charity Navigator


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.




Exceptional

This charity's score is 96.43, earning it a 4-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2019, the latest year published by the IRS. 

View this organization’s historical ratings.


Back to Overall

Star Rated Report

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Program Expense

Program Expense Ratio

83.0%


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

Administrative Expenses

9.7%


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 Expenses

7.2%


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

Liabilities to Assets Ratio

5.5%


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

Fundraising Efficiency

$0.06


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

Working Capital Ratio

2.11 years


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

Program Expense Growth

11.21%


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

Governance


Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.


Sources Include: IRS Form 990

Governance:
Independent Voting Board Members  ... (More)
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:

  • Full Credit: There has been no diversion of assets within the last two years.

  • Partial Credit: There has been a diversion of assets within the last two years and the charity has used Schedule O on the Form 990 to explain: the nature of the diversion, the amount of money or property involved and the corrective action taken to address the matter. In this situation, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: There has been a diversion of assets within the last two years and the charity's explanation on Schedule O is either non-existent or not sufficient. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
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.

  • Full Credit: The charity's audited financials were prepared by an independent accountant with an audit oversight committee.

  • Partial Credit: The charity's audited financials were prepared by an independent accountant, but it did not have an audit oversight committee. In this case, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: The charity did not have its audited financials prepared by an independent accountant. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)
Documents Board Meeting Minutes ... (More)
Distributes 990 to Board Before Filing ... (More)
Compensates Board ... (More)

Policies


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

Policies:
Conflict of Interest  ... (More)
Whistleblower ... (More)
Records Retention and Destruction ... (More)
CEO Compensation Process ... (More)
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:

  • Yes: This charity has a written donor privacy policy published on its website, which states unambiguously that (1) it will not share or sell a donor's personal information with anyone else, nor send donor mailings on behalf of other organizations or (2) it will only share or sell personal information once the donor has given the charity specific permission to do so.

  • Opt-out: The charity has a written privacy policy published on its website which enables donors to tell the charity to remove their names and contact information from lists the charity shares or sells. How a donor can have themselves removed from a list differs from one charity to the next, but any and all opt-out policies require donors to take specific action to protect their privacy.
  • No: This charity either does not have a written donor privacy policy in place to protect their contributors' personal information, or the existing policy does not meet our criteria.

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)

Transparency


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

Transparency:
CEO Salary Listed on 990 ... (More)
Board of Directors Listed on Website ... (More)
Key Staff Listed on Website ... (More)
Audited Financial Statements on Website ... (More)
Form 990 Available on Website ... (More)

Additional Information

Unscored

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Total Revenue and Expenses

Total Revenue and Expenses

This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.

Salary of Key Persons

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



Bill Sadlo, President, CEO

$204,034 (3.02% 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 2021

Business Master File Data

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:

Other school related activities (BMF activity code: 059)

Other recreational activities (BMF activity code: 318)

Other youth organization or activities (BMF activity code: 349)


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).

Pandemic Response

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. Charities may submit their own pandemic responses through their nonprofit portal.


Boys & Girls Clubs of Sarasota and DeSoto Counties reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Staffing

  • Administrative Capacity


How COVID-19 impacted the organization's operations financially:

The COVID-19 pandemic upended many facets of our fundraising and finances. At the outset of the pandemic, the stock market was in turmoil, people didn’t know if they still had jobs and many grant opportunities simply vanished. This led to an immediate decrease in giving and funding opportunities that ultimately led to some difficult choices for our organization. In order to retain our employees, our organization sought funding through the CARES Act to provide sustainability for wages and salaries. We received two PPP loans which provided crucial funding. We also had to pivot to seeking Emergency Response grants that would allow us to meet the immediate needs caused by the pandemic while maintaining the flexibility to adapt to the every-changing conditions. We also partnered with a number of organizations and agencies to ensure continuous delivery of services and programs, reduce costs and meet the unique demands of the pandemic.


How COVID-19 impacted the organization's delivery of programs:

At the outset of the pandemic, we were forced to close all Club locations. We immediately began providing emergency services for the thousands of families we serve, including food assistance sites, wellness calls, and technology support. We then launched the First Responder Program to safely serve the children of First Responder’s with youth development programming. As we served a limited number of children in this program, we also began creating virtual programming and resources for our Club members. In the Summer of 2020 we launched the Great Futures Academy which served youth, ages 6-12, attending Title I schools. We added more FL Certified Teachers to our staff and the focus was ensuring that no child experienced academic regression. When schools re-opened in the Fall, we provided our Virtual Learning Program where students could attend their Club with limited capacity and participate virtually in their classes under the supervision of trained staff and FL Certified Teachers.


How this organization adapted to changing conditions caused by COVID-19:

We adapted quickly and often throughout the most volatile periods of the COVID-19 pandemic. We were able to do so because our leadership, including our President/CEO, was in constant communication with other non-profit organizations, local government and the schools. This group was able to share and discuss and new policies, protocols or changes that occurred. Because of this line of communication, we were able to adapt swiftly from closing our Clubs to providing emergency assistance to serving children of First Responders to targeting children who were most likely to regress academically. Ultimately, we were able to provide Virtual Learning programs and adhere to the strictest safety guidelines as directed by local government and the Centers for Disease Control & Prevention.


Innovations the organization intends to continue permanently after the pandemic:

One innovation that we will be keeping in place is hybrid options for our programs. Because of the populations we serve, sometimes transportation or other obstacles can prevent participation in programming. That is why we will be keeping virtual programming an option, when feasible. The shift to virtual meetings that everyone was forced to make during the pandemic has presented the opportunity for more flexibility and access for our programming. It also allows program partners to participate virtually if/when they are unable to attend in person. Another outcome of the pandemic is that we are more intentional about our program outcomes and results. This allowed us to get more granular with our outcomes and see even greater outcomes for our Club members. This is a model we intend to keep in order to continue our promise of helping every Club member reach their full potential.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
2/1/20212019 96.43
2/1/20202018 96.55
12/21/20182017 92.21
3/1/20182016 92.05
3/1/20172015 91.72
6/1/20162014 91.77
Rating Version: 2.0
12/22/20152014 91.06
5/1/20152013 86.72
10/1/20132012 82.70
11/6/20122011 84.32
12/23/20112010 87.37
9/20/20112009 89.45
Rating Version: 1.0
2/1/20112009 90.60
12/1/20092008 82.55
12/1/20082007 88.40
10/1/20072006 90.08
6/1/20062005 93.64
1/1/20062004 88.18

Previous: Finance & Accountability  / Next: Leadership & Adaptability

...   Impact & Results


This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.


Impact & Results Score

Not Currently Scored

Boys & Girls Clubs of Sarasota and DeSoto Counties cannot currently be evaluated by our Encompass Rating 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 about Impact & Results.

Do you work at Boys & Girls Clubs of Sarasota and DeSoto Counties? Join the waitlist for an updated Impact & Results score.


Back to Overall

Additional Information

Unscored

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Largest Programs

Largest Programs



Boys & Girls Clubs of Sarasota and DeSoto Counties reported its three largest programs on its FY 2019 Form 990 as:


$4,301,892

Spent in most recent FY

78%

Percent of program expenses


Club Experience


$649,381

Spent in most recent FY

11%

Percent of program expenses


Community Programs


$530,197

Spent in most recent FY

9%

Percent of program expenses


Teen Programs


Previous: Impact & Results  / Next: Culture & Community

...   Leadership & Adaptability


This score 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.


Leadership & Adaptability Score

100

out of 100

The score earned by Boys & Girls Clubs of Sarasota and DeSoto Counties is a passing score. This score has no effect on the organization's Star Rating.

Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.


Back to Overall

Leadership & Adaptability Report

100

of 100 points

Mission

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission


Boys & Girls Clubs of Sarasota and DeSoto Counties' mission is to enable all young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens.


Source: Nonprofit submitted responses

Vision

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.


Our vision is to provide a world-class Club experience that assures success is within reach of every young person who walks through 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

Strategic Goals

The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.


Goal One: Increased Club Operations: Enhance program scope and design to provide youth with a pathway to success; Expand and/or develop programmatic efforts in underserved areas of our community.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.


Goal Two: Capital Improvements: Renovations to include a multi-use Community Center, Technical Training Center; Gym Renovation; Administration Building addition.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Goal Three: Increased Endowment: Investment and impact on long-term Sustainability; Increased Future Expectancies.

Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

Leadership and Professional Development are top priorities as we continue to strive for workplace excellence. In the last 18 months, professional staff has participated and completed coursework/certification as follows... Leadership Sarasota County, Greater Sarasota Chamber; Leadership DeSoto County, DeSoto Chamber of Commerce; Leadership North Port, North Port Chamber; CFRE credentials; Lilly Family School of Philanthropy; Harvard Business School Executive Education; Boys & Girls Clubs of America - Advanced Philanthropy; Boys & Girls Clubs of America - Purposeful Leadership Linkage; Boys & Girls Clubs of America - Club Director Training Program; Boys & Girls Clubs of America - National Trainers Initiative - Tier 1; Boys & Girls Clubs of America - National Trainers Initiative - Tier 2

Source: Nonprofit submitted responses

Mobilizing for Mission

The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.


This organization mobilizes for mission in the following ways:
  • Strategic Partnerships

  • Networks of Collective Impact Efforts

  • Thought Leadership

  • Raising Awareness

  • Community Building

  • Policy Advocacy

What are this organization’s external mobilizaton efforts?

Throughout our 50+ year history, our organization has been able to be the leader in youth development due in no small part to the strategic partnerships we facilitate in order to maximize impact and efficacy. With a focus on reducing redundancies and costs while utilizing the sufficient knowledge base and resources of the community, we know that we can best serve our Club members when we do so in tandem with other organizations and agencies. Our organization actively participates in collective impact partnership efforts to pursue shared goals. Through collective impact cohorts, we are able to stay in touch with other organizations and experts to share compiled data, facilitate conversation, share best practices and answer questions. In order to reach current and potential stakeholders and clients, we post daily on social media. These provide us with opportunities to recruit and retain donors by sharing organization highlights, program information, event details and success stories.

Source: Nonprofit submitted responses

Story of Adaptability

The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.


At the outset of the pandemic, we were forced to close all Club locations. We immediately began providing emergency services for the thousands of families we serve, including food assistance sites, wellness calls, and technology support. We then launched the First Responder Program to safely serve the children of First Responder’s with youth development programming. As we served a limited number of children in this program, we also began creating virtual programming and resources for our Club members. That summer, we launched the Great Futures Academy which served youth, ages 6-12, attending Title I schools. We added more FL Certified Teachers to our staff and the focus was ensuring that no child experienced academic regression. When schools re-opened in the Fall, we provided our Virtual Learning Program where students could attend their Club with limited capacity and participate virtually in their classes under the supervision of trained staff and FL Certified Teachers. We adapted quickly and often throughout the most volatile periods of the COVID-19 pandemic. We were able to do so because our leadership, including our President/CEO, was in constant communication with other non-profit organizations, local government and the schools. This group was able to share and discuss and new policies, protocols or changes that occurred. Because of this line of communication, we were able to adapt swiftly from closing our Clubs to providing emergency assistance to serving children of First Responders to targeting children who were most likely to regress academically. Ultimately, we were able to provide Virtual Learning programs and adhere to the strictest safety guidelines as directed by local government and the Centers for Disease Control & Prevention.

Source: Nonprofit submitted responses

Additional Information

Unscored

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Organization Leadership

Organization Leadership


Bill Sadlo

President, CEO

Lee DeLieto

Chairman

Previous: Leadership & Adaptability

...   Culture & Community


This score provides an assessment of the organization's culture and connectedness to the community it serves. Learn more about how and why we rate Culture & Community.


Culture & Community Score

Not Currently Scored

Boys & Girls Clubs of Sarasota and DeSoto Counties is currently not eligible for a Culture & Community score because we have not received its Constituent Feedback or Diversity, Equity, & Inclusion data. Nonprofit organizations are encouraged to fill out the How We Listen and Equity Practices sections of their Candid profile.

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.


Back to Overall

Culture & Community Report

Unscored

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Constituent Feedback

Diversity, Equity, & Inclusion


This organization has not provided information regarding the diversity, equity and inclusion (DEI) practices it is presently implementing. As such, the organization has not earned a score on this metric. Charity Navigator believes nonprofit organizations implementing effective DEI policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.


Methodology


We are utilizing data collected by Candid to document and assess the DEI practices implemented by the organization. Nonprofit organizations are encouraged to fill out the Equity Strategies section of their Candid profiles to receive a rating.


Learn more about the methodology.

Constituent Feedback


Constituent Feedback and Listening Practice data are not available for this organization. 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.



Methodology


We've partnered with Candid to survey organizations about their feedback practices. Nonprofit organizations can fill out the How We Listen section of their Candid profile to receive a rating.


Learn more about the methodology.

Analysis and Research


Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Below you can find more information about the metrics we currently evaluate in this beacon and their relevance to nonprofit performance.


Constituent Feedback


Diversity, Equity, and Inclusion

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