Strategic Plan


2022-2025 Strategic Plan Outcome

Reflecting on successes achieved in our current round of strategic planning.

Five priority areas were identified by the Board of Directors for the 2022-2025 strategic plan. These priority areas were selected based on feedback from Club staff, parents, and donors; they were also based on review and analysis of the Club’s position in the community and goals for the future in order to continue serving youth and their families.

The identified priority areas are:
  1. Resource Development
  2. Staff Retention
  3. Facilities Improvements
  4. Program
  5. Outreach
1. Resource Development

The Resource Development team grew! Since 2022, the RD team has changed and grown. This team supports the Club’s fundraising efforts in order to keep costs affordable to families, and tells the story of how donors make a direct impact on the lives of children and teens in our community. This team also covers resource development efforts for the Blackduck Branch.

Current team members:

  • Emily Fairchild, Vice President of Resource Development
  • Hannah Larson, Events & Marketing Coordinator
  • Emily Raymond, Campaign & Marketing Coordinator
  • Nicci Ronchetti, Resource Developement & Grants Coordinator

Grow the Annual Gala to support Club kids across the organization. The Club’s Annual Gala is a cornerstone fundraising event for our organization. Intentional efforts to increase revenue and improve the donor experience were implemented and resulted in great growth for this event.

Revenue Growth:

  • 2022: $108,184
  • 2023: $212,089
  • 2024: $200,441
  • 2025: $205.827

Auction Growth in number of items:

  • 2022: 52
  • 2023: 71
  • 2024: 99
  • 2025: 126

Additionally, two new special events were added to support the Blackduck Branch:

  • golf scramble
  • Blackduck Bonanza.
2. Staff Retention

Benefits were reviewed and updated to support staff retention. Staff retention was identified by the board of directors as being key to the success of our high-quality Club programs. The HR Committee with Karl Mork, VP of Business Operations, made many improvements to the benefit structure for full-time and part-time staff. Below are some improvements for full-time staff:

  • Sick leave can be banked from year to year. There is no waiting period before use is allowed.
  • Retirement plan was switched to a SIMPLE IRA, allowing for employee contributions.
  • A new policy was created to support staff members’ with reading, rest, recovery, and rejuvenation. 4R is five contiguous working days away, outside of vacation or sick time, a benefit after two years of full-time employment.

    Even more staff retention benefits:

    • Vacation is now 3 month wait instead of 6 month
    • Adopted MN ESST and went above the minimum, giving PT staff with tenure PTO
    • Increased amount of vacation that employees can carry from year to year
    • Formally allowed other closely held holiday beliefs to be substituted
    • Starting a 2nd healthcare option with HSA
    • Policy creation including Parental Leave, breastfeeding
    • BGCA’s JCCMP Wage studies and comparables
    • Improving pay stubs and time off accrual tracking
    • Paid Family Medical Leave
    • MN Breaks
    • Annual training on Mental Health: Provided 3-4x a year for staff and available to board
    3. Facilities Improvements

    Incredible facility improvements were made. Finally fulfilling multiple dreams of the last several years, this all kicked off with the establishment of a high-functioning Facilities Committee and some dedicated volunteers. We addressed general safety improvements, and completed internal expensive HVAC improvements. Efforts toward sustainability were also made in the kitchen area, including the installation of a dishwasher and utilization of reusable trays, cups, and silverware.

    • More office space: East Offices, MPR, Office Suite
    • Additional single stall bathrooms and an ADA shower
    • Program space creation and improvement: The Portal (eGaming), MAC (Mentoring, Arts & Culture) Room, Juniors Library Lounge, and Teen Center flooring
    • Purchase of an additional van to provide needed transportation
    • Hiring of a Facility Staff (FT for summer, year-round PT), combined with transport support
    • Two water bottle filling stations were installed for kids and staff
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      4. Program

      Strengthen relationships with ISD#31 with 21CCLC grant. After Club staff wanted to strengthen relationships with others serving youth in our Bemidji community, especially the Bemidji School District. Together, we applied for and received funding for the 21st Century Community Learning Center grant.

        Because of this grant, the Club was able to expand to J.W. Smith Elementary, taking on afterschool programs in this school-based site. The Club brought our high-quality programs, and the school district provides the space as an in-kind donation. We have great relationships with the school district administration, and J.W. Smith leadership, social worker and teachers, allowing for incredible communication that benefits youth with additional support. Opening the branch at J.W. Smith has allowed the Clubhouse to serve more youth from other elementary schools.

        • Currently 88 youth participate daily
        • Consistent M-F programs for K-3rd grades
        • Tubs of Love 2025 distributed to 9 families

         

          5. Outreach

          Outreach to new communities: Club On-The-Go. The board of directors and Club leadership staff wanted to reach more kids and families in our community, regardless of barriers like transportation and cost. This led to a partnership with Headwaters Regional Development Commission (HRDC), a local task force called Neighborhood Connections, and the creation of Club On-The-Go. The Club provided staff, meals, and supplies to reach children in the Ridgeway and Conifer neighborhoods. Bringing our trailer full of Club activities to them, we were able to outreach to kids who otherwise would not have had a Club experience in the summer. This program has been operating in Summer 2024 and 2025.

          • 20 youth in grades K-8 registered
          • Average 10-12 youth daily, 4 days/week
          • Provided 60 Family Care Kits to help families with basic needs
          • Gave 100 backpacks with school supplies to help youth be ready for learning
          • Spread holiday cheer with 22 Tubs of Love ($750 value/family)

            Outreach to new communities: Blackduck Branch. After conducting a feasibility study, the Boys & Girls Club of the Bemidji Area expanded to Blackduck, opening our doors in September 2024. The Blackduck Branch partners with United Way of Bemidji Area, who provided key financial and institutional support. During the school year, the Club is open all day on Mondays (no school days), and after school Tuesday-Friday until 6:30pm, serving kindergarten through 8th grade. In Summer 2025, we offered a program full of activities and high-yield learning programs three days per week.

            Since the Club started serving kids and families in Blackduck:

            • 100+ youth registered
            • 2,250 meals served
            • Over $10,000 in financial aid provided