HomeMy WebLinkAboutLease AgreementLEASE
BY AND BETWEEN
THE CITY OF NATIONAL CITY AND
THE BOYS & GIRLS CLUBS OF GREATER SAN DIEGO, INC..
This Lease is made and entered into this 15th day of February, 2011, (the
"Commencement Date"), by and between the City of National City, a municipal corporation,
hereinafter designated as "Lessor", and the Boys & Girls Clubs of Greater San Diego, Inc.,
hereinafter designated as "Lessee."
RECITALS
A. Lessee is desirous of leasing from Lessor certain real property for the purpose of
maintaining a clubhouse thereon, and for promoting the physical, mental, and moral well-
being of the boys and girls of the City of National City, and for boys and girls in the
immediate vicinity thereof,
B. The use of said property for the purpose aforementioned will promote the general welfare
of all the inhabitants of the City of National City.
NOW, THEREFORE, the parties hereto agree as follows:
Leased Premises. Lessor does hereby lease, demise and let to Lessee the real
property and improvements situated in the City of National City, County of San
Diego, State of California, commonly known as 1430 "D" Avenue, as more
specifically described in the attached Exhibit "A", and shown on the attached
Exhibit "B", which are incorporated herein by reference (the "Leased Premises").
2, Term. The Term of the Lease shall be for a period of twenty (20) years from the
date first written above.
3. Use. The above described premises are leased to Lessee by Lessor for the
purpose of maintaining a Boys and Girls Club, and to be used exclusively and for
no other purpose than to maintain said Boys & Girls Club, and to promote the
physical, mental, and moral well-being of the boys and girls of the City of
National City and territory adjacent thereto, and to provide such means of
education, wholesome recreation, and proper guidance as may seem most likely
and desirable for the accomplishment of the purposes herein set forth.
4. Legal Status of Lease. Lessee warrants that it is a California nonprofit
corporation.
5. Rent. Lessor and Lessee acknowledge that the consideration for this Lease and
any option period shall be the annual such of One Dollar ($ 1.00) and the mutual
benefit to be derived from Lessee's uses of the Leased Premises, as specified
herein.
6. Assignment and Subletting. This Lease shall not be assigned, sublet,
hypothecated, leveraged, or transferred without the prior written consent of
Lessor.
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7. Repairs by Lessor. Lessor shall be required to make such repairs or replacements
to the Leased Premises as may be required for normal € aintenance and operation,
which shall include the repairs and/or replacements to all structural portions of the
building located on the Leased Premises, and all walls, floors, corridors, windows,
I-IVAC, mechanical electrical, plumbing, paving and parking, exterior windows,
and other structures and equipment within and serving the Leased Premises, and
such additional maintenance as may be necessary because of damages by persons
other than Lessee, its agents, employees, invitees, or visitors, all in accordance
with standard practices for similar commercial buildings in the San Diego,
California area. Lessor shall be responsible for extermination/pest control for the
Leased Premises. Without limiting the foregoing, notwithstanding anything to the
contrary set forth herein, if Lessor is required to make repairs to take other
corrective action in the Leased Premises by reason of Lessee's negligent acts or
negligent failure to act reasonably, Lessor shall have the right to recover from
Lessee the reasonable cost of the repairs or other work.
8. Repairs by Lessee. Lessee agrees to repair or replace any damage or injury done
to the Leased Premises, or any part thereof, caused by Lessee or I:,essee's agents,
employees, invitees, or visitors, at Lessee's own cost and expense within a
reasonable time after written notice from Lessor. If Lessee fails to make such
repairs or replacements within a reasonable time after written notice, Lessor may,
at its option, make such repairs or replacements, and Lessee shall repay the cost
thereof to the Lessor as additional rent within ten (10) days of written demand.
However, for any repair work, other than repair work in emergency situations,
costing over Five Thousand and no/100 Dollars ($5,000.00) to be performed by
Lessee or Lessee's agents, Lessee shall not perform such repair work without the
prior written consent of Lessor's City Manager or designee. Any repairs or
replacements in or to the Leased Premises, other than repair work in emergency
situations, which would require an expenditure exceeding Five Thousand and
no/100 Dollars ($5,000.00) and which constitute a "public project" under Section
20161 of the California Public Contract Code, shall be contracted for/by Lessor
and let to the lowest responsible bidder after notice.
9. Routine Maintenance by Lessee. From and after the Commencement Date and
during the Term, Lessee shall, at its own cost and expense, make all repairs and
replacements required by this Lease, reasonable wear and use excepted, and
excepting those repairs to be made by Lessor as set forth in Section 7 above.
10. Waste. Lessee shall not commit waste (property abuse, destruction, or damage)
beyond normal wear and tear of the Leased Premises.
11. Improvements, Alterations, and Additions. Lessee shall not make or allow to be
made any major alterations or physical additions in or to the Leased Premises
which affect the structure or any other improvements and costing more than Five
Thousand and no/100 Dollars ($5,000.00) without first obtaining the prior written
consent of Lessor's City Manager or designee, which consent shall not be
unreasonably withheld. All work shall be done by contractors approved by
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Lessor. Any alterations or physical additions in or to the Leased Premise that
would require an expenditure exceeding Five Thousand and no/100 Dollars
($5,000.00), and which constitute a "public project" under Section 20161 of the
California Public Contract Code, shall be contracted for/by Lessor and let to the
lowest responsible bidder after notice. Any and all such alterations, physical
additions, or improvements, when made to the Leased Premises by Lessee, shall
at once become the property of Lessor and shall be surrendered to Lessor upon the
termination of this Lease by Iapse of' time or otherwise; provided, however, this
clause shall not apply to trade fixtures, equipment, or furniture owned by Lessee.
Any Lessee improvements, alterations or additions shall comply with all
government, local building code, permitting, and competitive bidding
requirements. Lessee shall give Lessor written notice five (5) days prior to
employing any laborer or contractor to perform major work on the Leased
Premises so that Lessor may post a notice of non -responsibility, if allowed by
law. Lessee shall not be required to remove alterations, physical additions, or
improvements upon termination of this Lease
12. Utilities. Lessee will be responsible for payment of utilities, including but not
limited to electric, gas, telephone, security, fire alarm, sewer, trash, and water.
Lessee understands that it is responsible for the proper disposal of debris in the
designated trash receptacles provided by the Lessor. No trash is to be placed in
front of or on the sides of the container nor should any trash be placed on top of
the lids, Lessee further understands that it will be billed accordingly for not
disposing of trash in the proper manner, which includes breaking down all boxes
and containers prior to being placed in the trash bins.
13. Indemnity and Insurance.
a. Disclaimer of Liability. Lessor shall not at any time be Liable for injury or
damage occurring to any person or property from any cause whatsoever
arising out of Lessee's construction, maintenance, repair, use, operation,
or dismantling of the Leased Premises except to the extent caused by
Lessor's negligence or willful misconduct.
b. Indemnification. Lessee shall, at its sole cost and expense, defend,
indemnify, and hold harmless Lessor and its officials, boards,
commissions, employees, agents, attorneys, and contractors (hereinafter
referred to as "indenlnitees" ), from and against:
i. Any and all liability, obligation, damages, penalties, claims, liens,
costs, charges, losses and expenses, including without limitation,
reasonable fees and expenses of attorneys, expert witnesses and
consultants, which may arise out of or be in any way connected
with Lessee's construction, maintenance, repair, use, operation, or
dismantling of the Leased Premises or Lessee's failure to comply
with any federal, state, or local statute, ordinance or regulation.
3 2oi 1 Lease Between City orNational City and
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ii. Lessee's obligations to indemnify indemnitees under this Lease
shall not extend to claims, losses, and other matters covered
hereunder to the extent such claims arise out of the negligence or
willful misconduct of one or more indemnitees.
c. Assumption of Risk. Lessor warrants that it does not have knowledge that
a dangerous condition exists at the Premises except as may be specifically
set forth in this Lease. Lessee undertakes and assumes for its officers,
agents, affiliates, contractors and subcontractors, and employees
(collectively for the purpose of this section), all risks of unknown
dangerous conditions, if any, on or about the Leased Premises, and Lessee
hereby agrees to indemnify and hold harmless Lessor against and from
any claim asserted or liability imposed upon the Indemnitiees for personal
injury or property damage to any person (other than from lndemnitee's
negligence or. willful misconduct) arising out of Lessee's construction,
maintenance, repair, use, operation or dismantling of the Leased Premises
or Lessee's failure to comply with any federal, state, or local statute,
ordinance or regulation.
d. Defense of Lessor. In the event any action or proceeding shall be brought
against Lessor by reason of any matter for which Lessor is indemnified
hereunder, Lessee shall, upon notice from Lessor at Lessee's sole cost and
expense, resist and defend the same with legal counsel mutually selected
by Lessor and Lessee, provided however, that Lessee shall not admit
liability in any such matter on behalf of Lessor without prior written
consent of Lessor's City Manager or designee, which consent shall not be
unreasonably withheld, and provided further that Lessee shall not admit
liability for, nor enter into any compromise or settlement of, any claim for
which it is indemnified hereunder, without the prior written consent of
Lessor, which consent shall not be unreasonably withheld.
e. Notice, Cooperation and Expenses. Lessee shall give Lessor prompt
notice of the snaking of any claim or the commencement of any action,
suit, or other proceeding covered by the provisions of this paragraph.
Nothing herein shall be deemed to prevent Lessor from cooperating with
Lessee and participating in the defense of any litigation by Lessor's own
counsel.
f. Insurance. During the term of the Lease, Lessee shall maintain, or cause
to be maintained, in full force and effect and at its sole cost and expense,
the following types and limits of insurance:
Worker's compensation insurance meeting applicable statutory
requirements.
ii, Commercial general liability insurance with minimum limits of
Two Million and no/100 Dollars ($2,000,000.00) as the combined
single limit for each occurrence of bodily injury, personal injury,
and property damage.
4 2011 Lease Between City ofNaiionl City and
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g.
At the start of and during the period of any construction by Lessee,
builders all-risk insurance, together with an installation floater or
equivalent property coverage covering cables, materials,
machinery, and supplies of any nature whatsoever which are to be
used in or incidental to the installation of improvements.
iv. All policies other than for Worker's Compensation shall be written
on an occurrence and not on claims made basis.
v. The coverage amounts set forth above may be met by a
combination of underlying and umbrella policies so long as in
combination the limits equal or exceed those stated.
vi. Lessee shall furnish certificates of insurance to Lessor before
commencement of the Lease term.
Named Insureds. All policies, except for worker's compensation policies,
shall name Lessor and its officials, boards, commissions, employees,
agents, and contractors, as their respective interests may appear, as
additional insureds (herein referred to as the "Additional Insureds"), and a
separate additional insured endorsement shall be provided.
h. Evidence of Insurance. Certificates of Insurance of each insurance policy
required to be obtained by Lessee in compliance with this paragraph,
along with written evidence of payment of required premiums shall be
filled and maintained with Lessor annually during the term of the Lease.
Lessee shall immediately advise Lessor of any claim or litigation that may
result in liability to Lessor.
J.
Cancellation of Policies oflnsurance. All insurance policies maintained
pursuant to this Lease shall contain the following endorsement:
Al least thirty (30) days' prior written notice shall
be given to Lessor by the insurer of any intension
not to renew such policy or to cancel, replace, or
materially alter same.
Insurance Companies. All insurance shall be affected under.valid and
enforceable policies, insured by insurers licensed to clo business by the
State of California or surplus carriers on the State of California insurance
Commissioner's approval list of companies qualified to do business in the
State of California. All insurance carriers and surplus line carriers shall be
rated A+ or better by A.M. Best Company, or as otherwise approved by
Lessor's Risk Manager.
1<. Deductibles. All insurance policies may be written with deductibles not to
exceed $50,000 unless approved in advance by Lessor's Risk Manager.
Lessee agrees to indemnify and save harmless Lessor, the indemnitees,
5 2011 Lease Between City of National City tssld
Boys and Girls Clubs of Greater San Diego
and Additional Insureds from and against the payment deductible and
from the payment of any premium on any insurance policy required to be
furnished by the Lease.
1. Contractors. Lessee shall require that each and every one of its
contractors and their subcontractors who perform work on the Leased
Premises on behalf of Lessee. to carry in full force and effect, workers'
compensation, comprehensive commercial general liability, and
automobile liability insurance coverages of the type which Lessee is
required to obtain under the terms of this paragraph with appropriate limits
of insurance.
n�. Responsibility ((tier Termination. Upon termination of the Lease, each
party shall remain responsible to the other for any and all liabilities,
obligations, damages, penalties, claims, liens, costs, charges, losses, and
expenses arising under the Lease which arose out of the Lease and
occurred prior to such date of termination.
n. Reviely of Limits. Once during each calendar year during the term of the
Lease, Lessor may review the insurance coverages to be carried by Lessee.
If Lessor determines that higher limits of coverage are necessary to protect
the interests of Lessor or the Additional Insureds, Lessee shall be so
notified, and shall obtain the additional limits of insurance, at its sole cost
and expense.
14. Inspection. Lessor, by and through its proper officers, reserves and shall always
have the right, upon reasonable notice and at a reasonable time, to enter the
Leased Premises for the purpose of viewing and ascertaining the conditions of the
same and the operation and maintenance thereof.
15. Removal of Personal Property. At the termination or expiration of this Lease or
any renewal thereof, Lessee shall, within ninety (90) days of written request by
Lessor, remove any and all personal property not owned by Lessor, placed or
erected on the premises during the term thereof, or any renewal thereof, and that
all expense connected with such removal shall be borne by Lessee. Lessor shall
have the right to sell, destroy, remove, or otherwise dispose of any such personal
property left on the premises longer than ninety (90) days after termination of this
Agreement. The premises shall be left by Lessee in a clean, neat, and safe
condition, and the exclusive possession and use of the property shall revert to
Lessor.
16. Non -Discrimination. Lessee agrees that there shall be no discrimination against
or segregation of any person or group of persons because of race, color, creed,
national origin, sex, sexual orientation, ancestry, marital status, physical handicap,
or medical condition in the use occupancy or enjoyment of the property, nor shall
Lessee, or any person claiming under or through it, establish or permit any such
practice or practices of discrimination or segregation with reference to the
selection, location, number, use, or occupancy of users of the property.
6 201 1 Lease Between City of National City and
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17. Waiver. The failure or omission of Lessor to terminate this Lease for any
violations of any of its terms, conditions, or covenants shall in no way be deemed
to be a consent by Lessor to such violation, and shall in no way bar, stop, or
prevent Lessor from terminating this Lease thereafter, either for such or for any
subsequent violation of any such term, condition, or covenant.
18. Signs. Lessee agrees that no sign, advertisement, or notices shall be inscribed,
painted or affixed on or to any part or portion of the outside of the Leased
Premises except to be of such type and color, size and style, and in such place as
may be approved by Lessor. Any additional signage or changes to existing
signage after the Commencement Date will require Lessee to pay for and obtain
all regulatory approvals (permits) for the Leased Premises.
19. Waiver of Relocation Assistance. In consideration for the execution of this Lease
by Lessor, Lessee hereby waives any claim for relocation assistance benefits to
which it may otherwise be entitled under federal, state, or local law or regulations,
upon vacation of the Leased Premises.
20. Americans with Disabilities Act, Upon commencement of this I.,ease, Lessee
shall comply, at its sole cost, with requirements of ADA which provides for the
removal of architectural barriers that prevent equal access to disabled persons on
the interior of the I.,eased Premises. Through the duration of the Lease, Lessor
shall comply, at its sole cost, with requirements of the ADA which provides for
the removal of architectural barriers that prevent equal access to disabled persons
on the exterior of the Leased Premises. Lessor warrants that the Premises will be
ADA compliant at the time possession is delivered to Lessee.
21. Compliance with Environmental and Other Laws. Lessee shall not engage in
activities upon the Leased Premises, or any portion thereof, for the purpose of or
anyway involving the handling, manufacturing, treatment, storage, use,
transportation, spillage, leakage, dumping, discharge or disposal (whether legal or
illegal, accidental or intentional), or any hazardous or toxic substances, materials
or wastes, or any wastes regulated under any local, state, or federal law; provided,
however, normal quantities and use of those hazardous or toxic substances or
materials customarily used in the conduct of Lessee's permitted uses, such as
paints, stains, solvents, and similar materials, may be used and stored by Lessee at
the Leased Premises.
Lessee shall be, and remain for the term of this Lease, in full compliance with all
applicable laws governing the use and occupancy of the Leased Premises
including, without limitation, the handling, manufacturing, treatment, storage,
disposal, discharge, use, and transportation of hazardous or toxic substances,
materials or wastes, and any wastes regulated under any local, state, or federal
law. Lessee has been advised that no digging or excavation at the site will be
authorized without appropriate environmental oversight.
7 2011 lease 13elwcen City ofyalional City and
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22. Obstruction. Except as permitted by this Lease, and except for those materials
customarily used in the conduct of Lessee's permitted uses, Lessee shall not
place, install, maintain, or allow any combustible materials in buildings,
structures, or other improvements upon the Leased Premises, and shall not cause
or allow the surface elevation therein to be changed in any way whatsoever,
without prior written approval of Lessor's City Manager or designee.
23. Lessee's Obligation to Quit. Lessee shall, upon termination of this I.,ease, leave
and peaceably and quietly surrender and deliver to Lessor the Leased Premises
and all improvements, buildings, and fixtures hereon or constituting a part thereof,
and any replacements or renewals thereof in a good condition, order, and repair as
the same were at the Commencement Date or thereafter may have been put,
reasonable wear and use excepted. Notwithstanding the foregoing or anything in
this Lease to the contrary, Lessee shall have the right at any time during this
Lease to remove from the Leased Premises Lessee's trade fixtures, furniture,
equipment, and personal property, provided that Lessee repairs any damage
caused by such removal.
24. Termination. This Lease may be terminated as follows:
a. In the event that during the term of this Lease, funding to operate the Club
is either eliminated or reduced to a point so as to render continued
Operation of the Club impractical or impossible, Lessee may terminate the
Lease upon ninety (90) days' written notice to Lessor.
b. By Lessor, in the event the Leased Premises must be reclaimed for public
use due to the requirements of a governmental agency, such as the U.S.
Army Corps of Engineers, upon one year's notice.
c. By Lessor upon the occurrence of one or more of the following defaults
("Defaults"), and the failure of Lessee to cure any such Default within any
applicable grace period.
The failure of Lessee to provide reasonable evidence of insurance
within thirty (30) days of the renewal of any policy required
herein;
ii. The failure of Lessee to fulfill any obligation of Lessee under this
Lease which endangers or threatens life or property, where such
failure continues for a period of five (5) business days following
written notice from Lessor.
iii. A failure by Lessee to perform any material obligation of Lessee
(other than those described above), where such failure continues
for a period of thirty (30) days after written notice from Lessor;
provided, however, that if the nature of Lessee's failure to perform
is such that more than thirty (30) days are reasonably required for
its cure, then it shall not be deemed to be a Default if Lessee
8 -R ] Lease Between City of National City and
Boys and Girls Clubs of Greater San Diego
commences such cure within said thirty (30) day period, and
thereafter diligently prosecutes such cure to completion.
iv. The failure by Lessee in conducting its activities to adhere to the
provisions of the Requirements for Membership as a Member
Organization of the Boys and Girls Club of America, as amended
from time to time, the current version of which is attached hereto
as Exhibit "C" and incorporated herein by reference
d. I3y Lessee, for L,essor's breach (daily covenant, obligation, or condition
contained in this Lease which is not cured within thirty (30) days
immediately following written notice from the Lessee of such alleged
breach, provided, however, that if the nature of Lessor's failure to perform
is such that more than thirty (30) days are reasonably required for its cure,
then it shall not be deemed to be a Default if Lessor commences such cure
within said thirty (30) day period, and thereafter diligently prosecutes such
cure to completion.
e. By mutual agreement of the Parties hereto.
f: By expiration of the Term.
g.
Notwithstanding anything in this Lease to the contrary, upon termination
of the Lease, neither Lessor nor Lessee shall have any further obligations
or responsibilities under the Lease or relating to the Leased Premises, and
each party shall be deemed to have released the other from any such
further obligations or responsibilities without the need for further action.
Notwithstanding the foregoing, each party shall remain responsible to the
other for any obligations arising under the Lease which occurred prior to
such date of termination,
25. Lessor Remedies upon a Lessee Default. If Lessee is in Default and has failed to
cure such Default within any applicable grace period, Lessor may, at its option,
perform such duty or obligation giving rise to the Default on behalf or Lessee,
including but no limited to the obtaining of reasonably required insurance
policies, or government licenses, permits, or approvals. The costs and expenses
of any such performance by Lessor shall be due and payable by Lessee within ten
(10) days of receipt of invoice therefore. If any check given to Lessee shall not be
honored by the bank upon which it is drawn, Lessor, at its option, may require all
future payments to be made by Lessee to be by cashier's check. In the event of a
Default which Lessee has failed to cure within any applicable grace period, or
undertaken reasonable action to cure within any applicable grace period, Lessor
play, with or without future notice or demand, and without limiting Lessor in the
exercise of any right or remedy which Lessor may have by reason of such
Default, terminate the Lessee's right to possession of the Leased Premises by any
lawful means; continue the Lease; and for pursue any other remedy now or
hereafter available under the laws or judicial decision of the State of California.
9 2011 Lease 13etween City ofNational City and
Boys and Girls Clubs ofGreater San Diego
26. Lessee's Remedies Upon a Lessor Default. Lessor shall be in default under this
Lease ("Lessor Default") if Lessor fails to perform any of the obligations of
Lessor under this Lease, and such failure continues for a period of thirty (30) a
Clays after written notice from Lessee; provided, however; that if the nature of
Lessor's failure to perform is such that more than (30) days are reasonably
required for its cure, then it shall not be deemed to be a Lessor- Default if Lessor
commences such cure within said thirty (30) day period and thereafter diligently
prosecutes such cure to completion. The rights and remedies of Lessee upon a
Lessor Default shall be cumulative, and upon a Lessor Default Lessee inay pursue
any and all rights and remedies at law or in equity, whether at the same time or
otherwise.
27. Hazardous Substances. Lessee shall indemnify, protect, and hold harmless Lessor
and each of its respective subsidiaries from and against all costs and damages
incurred by Lessor in connection with the presence, emanation, migration,
disposal, release, or threatened release of any oil or other petroleum products or
hazardous materials or substances on, within, or to or from the Leased Premises
as a result of (i) the operations of Lessee after the Commencement Date, and (ii)
the activities of third parties affiliated with Lessee or invited on the Leased
Premises by Lessee after the Commencement Date and during the term of this
Lease. Each party agrees that such party will promptly give written notice t0 the
other party of any investigation, claim, demand, lawsuit, Or other action by any
governmental or regulatory agency or private party involving the Leased Premises
and any hazardous substance or environmental law of which such party has actual
notice.
28. Taxes. Lessee recognizes and understands that this Lease may create a
possessory interest subject to property taxation, and that Lessee may be subject to
the payment of property taxes levied on such interest. Lessee further agrees to
pay any and all property taxes, if any, assessed during the term of this Lease,
pursuant to Section 107 and 107.1 of the Revenue and Taxation Code, against
Lessee's possessory interest in the Leased Premises.
29. Representations and Warranties. The parties represent and warrant that they have
powers adequate for the execution, delivery, and performance of their obligations
under this Lease; they have taken all necessary actions required to make this
Lease the valid and enforceable obligation it purports to be, and this Lease has
been duly executed and delivered.
30. Severability; Choice of Law. If any provision of this Lease shall be declared to be
void or unenforceable either by law or by a court of competent jurisdiction, the
validity or enforceability of remaining provisions shall not thereby be affected.
31. I3rokers. Each party hereto represents and warrants to the other that it has not
dealt with any broker in connection with the Leased Premises or this Lease. Each
party hereto hereby indemnifies and holds the other harmless from and against
any liability for commissions due any broker of finder with whom such party has
dealt in connection with this Lease.
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201 I Lease Between City ofNational City and
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32. Mailings and Noticing. All notices or other communications required or
permitted hereunder shall be in writing, and shall be personally delivered or sent
by overnight mail (Federal Express or the like); or sent by registered or certified
mail, postage prepaid, return receipt requested; or sent by ordinary mail, postage
prepaid; or telegraphed or cabled; or delivered or sent by telex, telecopy,
facsimile, fax or email; and shall be deemed received upon the earlier of (i) if
personally delivered, the date of delivery to the address of the person to receive
such notice; (ii) if sent by overnight mail, the business day following its deposit in
such overnight mail facility; (iii) if mailed by registered, certified, or ordinary
mail, three (3) days (five (5) days if the address is outside the State of California)
after the date of deposit in a post office, mailbox, mail chute, or other like facility
regularly maintained by the United States Postal Service; (iv) if given by
telegraph or cable, when delivered to the telegraph company with charges
prepaid; or (v) if given by telex, telecopy, facsimile, fax, or email, when sent.
Any payment, notice, request, demand, direction, or other communication
delivered or sent as specified above shall be directed to the following persons:
To the Lessor:
Chris Zapata
City Manager
City of National City
1243 National City Boulevard
National City, California 91950-4301
f mail: czapata@nationalcityca.gov
Phone: 619-336-4240
Fax: 619-336-4327
To the Lessee:
Danny Sherlock
President
Boys and Girls Clubs of Greater San Diego, Inc.
115 West Woodward
Escondido, CA 92025
Email: dsherlockrvsdyouth.org
Phone: 760-746-3315
Fax: 760-740-0240
With a copy to:
Claudia G. Silva
City Attorney
City of National City
1243 National City Boulevard
National City, California 91950-4 301
f mail: csilva@nationalcityca.gov
Phone: 619-336-4220
Fax: 619-336-4327
With a copy to:
Laura Bright, Esq.
White and Bright, LLP
970 Canterbury Place
Escondido, CA 92025
Email: lbrighwhiteandbright.eom
Phone: 760-747-3200
Fax: 760-747-5574
33. Entire Agreement. This Lease supersedes any prior agreements, negotiations, and
communications, oral or written, and contains the entire agreement between the
parties as to the subject matter hereof. No subsequent agreement, representation,
or promise made by either party hereto, or by or to an employee, officer, agent, or
representative of any party hereto shall be of any effect unless it is in writing and
executed by the party to be bound thereby.
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2011 Lease 13etwun City of Jational City and
]Boys Lind Girls (1 1)s ofGreaterSan Diego
34. Construction. The parties acknowledge and agree that (i) each party is of equal
bargaining strength; (ii) each party has actively participated in the drafting,
preparation and negotiation of this Lease; (iii) each such party has consulted with
or has had the opportunity to consult with its own, independent counsel and such
other professional advisors as such party has deemed appropriate, relative to any
and all matters contemplated under this Lease; (iv) each party and such party's
counsel and advisors have reviewed this Lease; (v) each party has agreed to enter
into this Lease following such review and the rendering of such advice; and (vi)
any rule or construction to the effect that ambiguities are to be resolved against
the drafting party shall not apply in the. interpretation of this I...ease, or any
portions hereof, or any amendments hereto.
35. No Agency. Nothing in this Lease Agreement shall cause or imply any agency
relationship or duty between Lessor and Lessee.
36. Counterparts. This Lease may be signed in counterparts.
37, Recordation. This Lease may be recorded by either party hereto.
IN WITNESS WHEREOF, the parties hereto have caused this Lease Agreement to be
executed by their duly authorized officers or representatives as of the day and year first above
written.
CITY OF NATIONAL CITY
By —
Ron Morrison, Mayor
APPROVED AS TO FORM:
Claudia G. Silva
City Attorney
TI-IE BOYS & GIRLS CLZIBS OF GREATER
SAN DIEGO, INC.
(Corporation sigrxrlores of two corporate officers)
By:
Danny Sherlock
President and CIO
B y :
Robert Burson
Board Chairman
12
201 t L.ease Between ('ity of National City and
Boys and Girls Clubs of Greater San Diego
EXHIBIT"A"
That portion of Blacks 3 and 4 per Map No, 552, Records of San Diego County, California,
November 4, 1914, together with closed and vacated to public use portions of 141h Street,
15° Street and C Avenue, described as follows:
COMMENCING at the Southeast corner of said Block 4; Thence along the Southerly
prolongation of the Easterly line of said Block 4, South 17°47'04" East, 4.24 feet to the
POINT OF BEGINNING;
1. Thence leaving said line, South 71° 56' 15" West, 249.51 feet;
2. Thence South 28' 47' 57" West, 16.17 feet;
3. Thence North 79° 32' 30" West, 9.76 feet;
4. Thence North 88° 10' 29" West, 10.10 feet;
5. Thence South 81° 39' 55" West, 10.18 feet;
6. Thence South 68° 32' 00" West, 48.87 feet;
7. Thence North 71 ° 20' 52" West, 29.69 feet;
8. Thence North 67° 43' 17" West, 19.80 feet;
9. Thence North 61 ° 15' 54" West, 39.52 feet;
10. Thence North 30° 13' 16" West, 15.13 feet;
11. Thence North 23° 22' 20" East, 37.88 feet;
12, Thence North 37° 26' 19" East, 69.13 feet;
13. Thence North 43° 43' 42" East, 79.18 feet;
14. Thence North 51 ° 18' 19" East, 19.29 feet;
15. Thence North 60° 34' 10" East, 128.19 feet;
16. Thence North 16° 40' 03" West, 41,65 feet;
17. Thence North 34° 52' 24" East, 27.92 feet;
18. Thence North 71 ° 34' 26" East, 89,80 feet to the Northerly prolongation of Easterly
line of said Block 4;
19. Thence along said line, South 17° 47' 04" East, 266.11 feet to the POINT OF
BEGINNING.
Said land contains 75, 760 S.F., more or less.
This legal description has been prepared by me, or under my direction, in conformance
with the Professional land,Surveyars Act.
Signature:
Jotin R. Berggren, L.S. 6000
Lic nse Expires 12/31/2010
Date: January 4, 2009
LINE TABLE
LINE
BEARING
DISTANCE
LINE
BEARING
_
DISTANCE
L1
S71'56'15"W
249.51'
L11
523'22'20"W
37.88'
L2
S28'47'57"W
16.17'
L12
N37'26'19"E
69.13'
L3
S79.32'301
9.76'
L13
N4343'421
79.18'
1.4
S88'10'29'E
10.10'
L14
N5118'19"E
19,28'
L5
N81'39'55'1
10,18'
L15
560'34'10'W
128,19'
L6
N68'32'00"E
48.87'
L16
516.40'03"E
41.65'
L7
571'20'52"E
29.69'
L17
534'52'24"W
27.92'
L8
N67'43'17"W
19.80'
L18
571'34'26'W
89.80'
L9
N61'15'54'W
39.52'
L19
517'47'041
266.11'
L10
S30'13'16"E
15.13'
" I
MAP 552 \ j' ',
BLOCK 3 1
1;
1.10 1 ! . L4
Cg 1
L8_" _(
5
co
rt �
1?�
5
cY
BLOCK 4
POINT OF --
COMMENCEMENT
CURRENT SOUTHEAST
LEASE CORNER OF
AREA BLOCK 4 4.24'
L3
POINT OF
BEGINNING
L2
NEW LEASE AREA 75,670 SF
Exhibit B
SCALE 1"= 100'
1
IN ASSOCIATION WITH;
i
TETRA TECH
BERGGRE\ & ASSOCIATES
LAND SURVEYING AND RIGHT OF WAY MAPPING
6046 CORNERSTONE COURT WEST #116
SAN DIEGO, CALIFORNIA 92121
(858) 824-0034 / (858) 824-0036
REQUIREMENTS FOR MEMBERSHIP
RIGHTS AND RESPONSIBILITIES
When an organization is accepted as a Member Organization of Boys & Girls
Clubs of America the following rights and privileges of membership are
conferred:
• The right to be identified with the Boys & Girls Club Movement.
• The right to receive services from Boys & Girls Clubs of America.
• The right to participate in and vote at annual meetings of the National Council.
Member Organizations assume the following obligations:
• To fully comply with all requirements for membership and operating standards
adopted by the National Council.
• To act in accordance with the Constitution of Boys & Girls Clubs of America
and any policies or procedures adopted by the National Council.
Boys & Girls Clubs of America, the national organization, assumes the following
responsibilities to its Member Organizations:
• To uphold the articles and provisions of the Constitution.
• To assist with the establishment of new Boys & Girls Clubs.
• To provide services to further the purposes of the Boys & Girls Club
Movement.
Article I — Eligibility Requirements*
• (The National Council passed a resolution at the August 25, 2010 meeting
to allow organizations under the auspices of an umbrella organization to
apply for an exemption from certain membership requirements.)
Any corporation, association, or administrative committee or otherwise named
governing body of responsible citizens, selected irrespective of race, color,
creed, sex, age, religion, disability, or national origin may be elected to
membership by the Board of Governors or Executive Committee of Boys & Girls
Clubs of America if it meets the following requirements:
Section I — Definitions
A. "Member Organization" shall mean a corporation, association,
administrative committee or otherwise named governing body which
operates one or more Clubs in accordance with requirements and
operating standards herein, and which has been admitted to
membership in the Boys & Girls Clubs of America.
B. "Club" shall mean a Club or Unit which meets the requirements and
operating standards established herein and has been chartered by
Boys & Girls Clubs of America.
EXHIBIT "C"
C. "Extension Club shall mean a Club meeting the requirements and
operating standards set forth in Article III below and operated as an
extension of a parent Club and whose members are also members of
the parent Club, and are eligible to participate in its activities.
Section 2 — Name
It shall have as the first words in its title "Boys & Girls Club(s),,of___"
Section 3 - Purpose
It shall include in its purpose the health, social, educational, vocational, character
development and guidance of the members of the Clubs it operates.
Section 4 — Organization
A. It shall have a board of directors; executive committee, administrative
committee, or otherwise named governing body of responsible citizens
and shall designate one member of such a governing body who is -not
an employee of such Member Organization or of the Clubs_..t operate__
as the Chief Volunteer Officer. Such goyerning_body shall have
complete authority_ and control over all aspects of the Member
Organization's operations programs finances facilities and personnel.
Boys & Girls Clubs of America shall have no authority whatsoever with
respect to any such control or authority of any such governing body.
B. No more than two of the members of such governing body may be
employees of such Member Organization or of the Club(s) it operates.
C. It shail__operate_oneor_more Clubs which.rmeet the-requ.irements fa.r
membership and operating^_standards
Section 5 — Constitution, By-laws, Rules
It shall be governed by a Constitution, by-laws or rules which are not inconsistent
with the requirements for membership.
Section 6 — Chief Professional Officer
It shall employ a full time paid professional (the "Chief Professional Officer") who
shall be responsible directly to the aforesaid governing body and shall have
executive and administrative control of the activities and personnel of the
Member Organization in accordance with policies and procedures established by
said governing body. Each newly appointed Chief Professional Officer_wha.._has
not been a Chief Professional Officer of another Member Orgnization_shall
attend a new Chief Professional Officer orientation sponsored by Boys &Girls
Clubs of America within the first eight (8). months of such appointment.
Section 7 — Funding
It shall have funds in hand or pledged for the first year of operation, and there
shall be a financial plan of funds for operation in future years,
Section 8 — Service Mark
It shall display the current service mark of Boys & Girls Clubs of America on the
outside of its buildings and on all appropriate printed matter and comply with
approved graphic standards.
Article II — Operating Standards for Member Organizations
Each Member Organization shall:
Section 1 — Audit
Cause an audit of its financial accounts to be made and reported upon annually
by an independent certified public accountant and cause a copy of such audit
and. SASA,12, letter,mif_issued.,_ thereof to be sent to Boys & Girls Clubs of America
within nine (9) months of the close of its fiscal year and shall maintain its financial
records in accordance with generally accepted accounting principles for non-
profit organizations. Member Oar izations with annual revenues_totaling. less
than $250 000 may submit a review of financial statements by_ an independent
certified public accountant in lieu of such audit.
Section 2 — Compliance
Comply with aliapplicable ..federal, .._state and local laws and_reportipg
requirements and_conduct its business with high ethical standards.:.
Section 3 — Records
Keep satisfactory records of the youth.served by the Clubs it operates, theft
activities, programs and attendance.
Section 4 — Dues
Pay to Boys & Girls Clubs of America annual membership dues as d_etermined._by
the National Council.
Section 5 — Benefits
A. Make the following benefits available to its full time employees and pay
at least 50 percent of the cost of such benefits:
I. Comprehensive major medical coverage.
I1. Group life insurance.
III. A retirement program which is qualified under applicable
Internal Revenue Service regulations.
IV. A long term disability plan.
B. Maintain a salary structure that is competitive with other local
organizations and agencies seeking similarly trained and experienced
people.
C. Review, at least annually, its employment policies and procedures and
take requisite steps to achieve or maintain compliance with equal
employment opportunity regulations based on applicable federal, state
and local laws and regulations as are in effect from time to time.
Section 6 — Liability Insurance
Maintain comprehensive, general liability coverage with a combined minimum
single limit of coverage in the amount of at least $1 million which shall be
extended to name Boys & Girls Clubs of America as an additional insured and
file a certificate of insurance with Boys & Girls Clubs of America annually.
Section 7 — Organizational Assessment *
A. Conduct, every third year, an organizational assessment in
consultation with Boys & Girls Clubs of America and utilizing its
respective governing body, staff, and other appropriate entities based
on "Standards of Operational Effectiveness" approved by the National
Council and submit a report of this assessment to Boys & Girls Clubs
of America.
(* The National Council passed a resolution on May 17, 2007
exempting military organizations from this requirement.)
B. Maintain a rating of "operational" as defined by the "Standards of
Operational Effectiveness"....Suchrating shall bedeterminedand
assigned by the governing body of each MemberOrganization.
Section 8 -- Communication
Maintain at least one computer capable of electronic communication_vvitt.,Boy_..s-.&
Girls Clubs of America,
Section 9 — Background Checks
Conduct criminal bacground,„checks of all employees and Volunteers who have
repetitive direct contact with children Such checks shouldbe of the type that
would disclose,.at minimum, sexual offenders and include -asocial security
number trace and a national criminal file check. Such checks shall be conducted
prior to employment and at regular intervals, not to exceed. twenty-four (24)
months, _-__--
Section 10 -- Code of Ethics
Establish and maintain_-a,.Code of_Ethics that addresses, at minimum, conflicts of
interest, records retention and whistleblower protection in accordance with best
practices for non-profit organizations. All staff and board members, will_ sign the
Code of Ethics each year.
Section 11 — Annual Report
Render to Boys _& Girls Clubs of America_ an annual rep-ort.,of:.its_organization,
membership, act....ties, attendance,_finances and cause the Chief Professional
Officer and Chief Volunteer Officer to attest to compliance with the requirements
for membership and operating standards.
Article III - Operating Standards for Clubs and Extension
Clubs
Each Club which meets the following operating standards may be chartered as a
Club by the Board of Governors or Executive Committee of Boys & Girls Clubs of
America.
Section 1 — Facilities
It shall have a Clubhouse or separate Club quarters which can be identified as a
Club for its members. Use by any others shall not substantially limit the use of
rooms, facilities and equipment by the members.
It shall have sufficient floor area and room spaces, suitably equipped for carrying
on a diversified and constructive program of activities.
Section 2 - Unit Director
Each Member Organization shall employ a Unit Director for each separate Club it
operates for at least as many hours per week as such Club is in operation. The
Chief Professional Officer of the Member Organization may, however, act as a
Unit Director of one of such Clubs.
Section 3 - Club Staff
Each Club shall have and maintain sufficient paid and volunteer staff qualified in
personality, character, experience, education and training for the leadership and
guidance of its members. Each activity of each such Club shall be supervised by
Club staff qualified to supervise such activity.
Section 4 - Members
Each Club shall have at least one hundred members enrolled in any twelve-
month period, who shall be between the ages of 6 and 18_.
Each Extension _Club,mshal_ have_ atleast 5 members between th_e ages of 6_and.
18 enrolled in any twelve montheriod.
Membership dues and fees shall be within the means of its members and shall
not be so large as to exclude any individual from membership and participation.
Section 5 — Extent of Operations
Each Club shall be open and shall make activities available to its members at
least ten months per year, five days per week and four hours per day.
Each Extension Club shall be open and shall make activities available to its
members at. least eight months per year threedays perweek and threehours_
per dam_.
Section 6 — Activity Access
Each Club shall be available for use by any and all members in all the days and
hours such Club is open, to the extent feasible in light of the available facility and
activity schedules which are subject to reasonable age and individual restrictions.
Section 7 — Program
Each Club shall maintain a high quality program of varied and diversified
activities and shall conduct an annual_program a ssessment_using _standards
adopted by the Nation& Council. There shall be no instruction in or promotion of
any sectarian or political belief.
Section 8 — Safety
Each Club facility shall be maintained in a satisfactory state of cleanliness and
sanitation and shall comply with all applicable federal, state and local laws for
protection and safety.
Membership Dues
Each Member Organization shall pay dues annually to Boys & Girls Clubs of
America based on its total operating expenses of the previous year. The amount
of dues is determined by the following formula:
CLUB OPERATING EXPENSES RATE OF DUES PAYABLE
$99,999 or less 1.25 percent of the total amount.
$100,000-$199,999 $1,500 plus 1 percent of the excess
over $100,000
$200,000-$499,999
$500,000-$999,999
$1,000,000 — $4,999,999
Over $5,000,000
$2,500 plus .5 percent of the excess
over $200,000
$4,000 plus .25 percent of the excess
over $500,000
$6,000 plus .25 percent of the excess
over $1,000,000
$15,000 plus .25 percent of the excess
over $5,000,000
Dues are payable_in full by October 1. Membership of a Member Organization
may be terminated for non-payment of dues.
A system of fees for special services, which are unusual and over and above
those normally expected to result from the payment of dues, shall be established
by the President of Boys & Girls Clubs of America with the approval of the Board
of Governors.
BOYS & GIRLS CLUBS
OF AMERICA
STANDARDS OF ORGANIZATIONAL EFFECTIVENESS
May 2006
As revised and approved by the National Council of Boys & Girls Clubs of America at its annual meeting in May 2006
Review of Compliance with Membership Requirements
Is your organization in compliance with the following BGCA's Requirements for Membership?
Yes
No
Membership Requirements
Audit: Cause an audit of its financial accounts to be made and reported upon annually by an independent certified public accountant and cause a copy of such audit and management
letter, if issued. thereof to he sent to Boys & Girls Clubs of America and shall maintain its financial records in accordance with generally accepted accounting principles for nonprofit
organizations. Member organizations with annual revenues totaling less than $100,000 may submit a review of financial statements by an independent public accountant in lieu of such
audit.
Compliance: Comply with all applicable federal, state and local laws and reporting requirements and conduct its business with high ethical standards.
Records: Keep satisfactory records of the youth served by the Clubs it operates, their activities, programs and attendance.
Dues: Pay to Boys & Girls Clubs of America annual membership dues as determined by the National Council.
Benefits:
A. Make the following benefits available to its full-time employees and pay at least 50 percent of the cost of such benefits.
* Comprehensive major medical coverage.
x Group life insurance.
* A retirement program which is qualified under applicable Internal Revenue Service regulations.
x A long-term disability plan.
B. Maintain a salary structure that is competitive with other local organizations and agencies.
C. Review, at least annually, its employment policies and procedures and take requisite steps to achieve or maintain compliance with equal employment opportunity
regulations based on applicable federal, state and local laws and regulations as are in effect from time to time.
Liability Insurance: Maintain comprehensive, general liability coverage with a combined minimum single limit of coverage in the amount of at least St million which shall he
extended to name Boys & Girls Clubs of America as an additional insured and file a certificate of insurance \with Boys & Girls Clubs of America annually.
Organizational Assessment:
A. Conduct, every, third year. an organizational assessment in consultation with Boys & Girls Clubs of America and utilizing its respective governing body, staff, and other appropriate
entities based on "Standards of Operational Effectiveness" approved by the National Council and submit a report of this assessment to Boys & Girls Clubs of America.
B. Maintain a rating of "operational" as defined by the "Standards of Operational Effectiveness'. Such rating shall he determined and assigned by the governing body of each Member
Organization.
Communication: Maintain at least one computer capable of electronic communication with Boys & Girls Clubs of America.
Background Checks: Conduct criminal background checks of all employees and volunteers who have repetitive direct contact with children. Such checks should be of the type that
would disclose, at minimum, sexual offenders and include a social security number trace and a national criminal file check. Such checks shall he conducted prior to employment and at
regular intervals, not to exceed 24 months of employment.
May 2006
Page 2 of 31
Does your organization have operating policies and practices that comprise BGCA's Core Promises?
Yes j No € Core Promise
Safety — All Boys & Girls Club organizations should develop a comprehensive safety prograrn to make continued improvements in three key areas:
• Safe daily operations
• Crisis response preparedness
• Strategic risk management planning
Each Club should:
• Review the organization's safety and facility policies,
• Review the organization's insurance coverage,
• Review existing and pending facility use agreements,
• Establish an active Facilities and Property Committee which addresses safety policies and procedures,
• Maintain reasonable staff ratios and provide regular staff training,
• Consistently document procedures, accidents and incidents,
• Establish a realistic safety budget, and
• Take the long view on risk management.
The organization meets above requirements regarding safety.
Impact — Commitment to Quality process
1
The organization completed the annual Commitment to Quality impact assessment. The results from the assessment are used to improve the quality of
the programs offered.
Hiring Staff and Selecting Volunteers of High Character — An organization's overall standard of care should combine practical policies and procedures with a strategy to keep
them current. A thorough screening process should be:
• Legally compliant
• Systematic
• Match the level of screening with position -specific risks
• Applied uniformly to the selection criteria for al candidates for a specific position
Essential steps for thorough staff screening include:
• A screening policy that is compliant with current employment laws and exercises a reasonable standard of care,
• Clearly written position descriptions and selection criteria,
• Detailed recruitment and application processes,
• An interviewing process that consists of scripted, open-ended questions and the applicants should be encouraged to ask questions.
• Thorough reference checks,
• Criminal background checks. which must be conducted at regular intervals not to exceed 24 months, and
• Provide an orientation for new employees or volunteers during an established provisional period.
There are up-to-date, written policies and procedures reviewed by counsel that address:
• the organization's intent to be fair, consistent and nondiscriminatory, and to meet all legal requirements;
• background checks, the consequences of providing false or misleading information and criminal or civil records that will automatically bar a
person from employment or volunteer service; and
• confidentiality and security of all information.
There are clearly written job descriptions for each position that define:
• duties and responsibilities,
• education and experience, and
• professional and ethical conduct required for the position.
May 2006
Page 3 of 31
Yes
No
Core Promise
All staff and volunteer candidates are required to complete an application form that collects:
• information about an applicant's work history, education and background.
• waivers and statements about the Club's hiring practices.
There is a defined process to gather information needed to make informed hiring and selection decisions for staff and volunteers including:
• a fair and consistent process to screen resumes;
• telephone interviews to pre-screen candidates;
• interview questions and rating that utilize a "Behavior -Based Interview and Selection'. method to assure skills, knowledge and character needed
to be successful in the position;
• use of more than one interviewer during in -person interviews;
• selection based on meeting job requirements, core competencies and experiences which align to requirements of the job and work environment.
Reference checks to gain insight into the candidate's experience, skills and character are conducted with:
• past employers;
• supervisors;
• co-workers;
• subordinates; and
• others; depending on the osition.
Background checks on all staff and volunteers are conducted prior to hiring and at least every 24 months after hiring. Minimally, background
checks should include:
■ a Social Security number trace;
• a national criminal record search:
• a national sex offender registry search: and
• additional background checks as appropriate to specific positions.
There is a defined system to evaluate findings about criminal records or other concerns uncovered during the hiring process that includes:
• barrier crimes that automatically bar the person from consideration;
• a process for creating a review committee to evaluate hiring recommendations of staff or volunteers with criminal records that take into account:
o seriousness of the crime;
o length of time since last offense;
o pattern of criminal activity; and
o activities in which the applicant has been involved since the offense occurred.
A formal introductory period for staff and volunteers is established that includes:
• an employment agreement, signed by the new staff or volunteer;
an organizational code of ethics signed by the new staff or volunteer; and
a formal appraisal of performance at the end of the introductory period.
Financial Oversight -- Successful financial management is a result of a strong joint initiative of the CVO and board, CPO and other Club staff. As part of the financial
management process, it is important for each person involved with the Club to understand his/her role in the process. In addition, the board should understand how the Club's
financial system works, since nonprofit organizations are run differently than for -profit institutions. Each organization should establish:
• Roles for the CVO and other board members, CPO and other staff. and Club volunteers,
• A system for planning, developing and monitoring budgets and cash flow.
• A conflict of interest policy and sign -off procedure for board and staff,
• A policy for managing investments.
• A risk management strategy for financial, physical and other threats.
• Financial management policies and procedures,
• Polices which ensure donor requirements and financial reporting guidelines are met, and
• Policies for conducting financial reviews.
May 2006
Page 4 of 31
Yes
No Core Promise
There are clearly defined roles and responsibilities for how board and staff work together to assure that the organization's finances meet all
legal, ethical and business requirements.
• The board protects the organization's assets and provides oversight to financial systems, budget, policies, procedures, insurance, legal and donor I
requirements.
• Staff develop and implernent financial systems and budgets and oversee day-to-day implementation of financial policies, practices and
standards.
There is an active board finance committee that:
• develops and monitors financial policies and practices.
• reviews financial statements and reports,
• develops an investment strategy, and
• assures the organization has a risk management plan.
I The organization has policies, procedures and systems that are reviewed and monitored by the finance committee to assure sound financial
practices. These include:
• clear limits of authority
• internal controls over expenditures
• systems andprocedures for: andprocessing income; and reporting membership; participation and outreach data; and meeting
handling collecting P � P; P P u
donor, legal and financial spending and reporting requirements.
• controls to ensure restricted funding and endowments are accurately monitored and appropriately spent
• compliance with all local, state, federal, IRS and ERISA regulations
Under the direction of the finance committee and/or audit committee, a complete financial audit is conducted by a board -appointed, independent
auditor, annually.
• A separate audit committee is recommended for organizations with budgets larger than S2,000,000.
• The finance committee or treasurer reviews Form 990 prior to submission.
• If a management letter is received, it is provided to BGCA and an appropriate response is prepared and implemented.
An annual organizational budget is developed and approved by the board to assure resources are allocated to meet organizational goals and
objectives.
• Fundraising and administrative expenses fall between 15 to 20% of the total budget.
The board develops and approves an investment management policy that assures:
• investments are diversified and performance is closely monitored and
• a spending rate policy provides guidelines on maximum percent of principle to be used for operating.
There is an annual evaluation and update to the organization's overall risk management strategy. This includes:
• a physical review of facilities and vehicles;
• a review of insurance coverage; and
• a review to ensure that the organization's buildings) are up to city, state and federal codes and have all required inspections and certifications.
Ethics and Accountability — Building an organization committed to the highest ethical standards demands more than just following the law. It also requires fostering practices
that create an environment of transparency, accountability and integrity, including:
• Defining roles for the board of directors, staff and volunteers.
• Developing and providing a code of ethics for employees.
• Requiring a signed code of ethics for the board of directors.
• Requiring a signed code of ethics for vendors.
• Maintaining a compliance, reporting, and investigation policy.
May 2006
Page 5 of 31
Yes
No i 1 Core Promise
I
1
There is a board -approved ethics policy with a conflict of interest statement that is signed annually by all board and staff. The policy is
supported by:
• training for all staff and volunteers;
• an appointed ethics officer;
• whistle -blower protection; and
• a compliance, reporting and investigation policy.
Accurate membership and participation data -- It is essential that information used to monitor performance and communicate the Club's reach, participation and impact be
collected, organized and presented with a high level of accuracy and credibility. Each Club must define a process for collecting', storing and organizing data and ensure the process
is consistently implemented in every unit. Establish a system for collecting data by:
• determining the needed information and clearly defining the terms.
• developing a carefully thought-out system for collecting and recording data,
• training staff to collect the information,
• determining how information will be stored and how long it will be kept. and
• tracking and counting youth served in membership and through community outreach.
Standard Boys & Girls Club definitions are used consistently to count:
• registered members,
• youth served through community outreach,
• attendance_ and
• average daily attendance.
There is a tested, well thought-out system consistently applied throughout the organization for collecting and recording information about
member participation on a daily basis. This system includes:
• a current membership form with a parent or guardian signature on file for every Club member
• a defined policy and practice for entering and exiting the building that includes recording attendance;
• a defined policy and practice for recording attendance at off -site activities;
• a written record of all attendance and program participation; and
• an organizational goal of at least 25% of members participating daily.
There is a tested, well thought-out system for collecting and recording youth served through community outreach on a daily basis that is
consistently applied at every Club. This system includes:
• a defined policy and practice for collecting and recording youth served through community outreach;
• collecting and recording information daily_ and
• a written record of all attendance and program participation including name of event, date, location and total number of non-member
participants.
All staff are trained in every aspect of the Club's polices and practices for tracking attendance and participation of registered members and
youth served through community outreach.
• Each unit has a designated staff person responsible for managing and implementing this system.
• Roles for all staff are clearly defined and included in job descriptions and performance plans.
• There is a board policy defining standards for accurate organizational data.
There is a defined policy and procedures for how information is stored that assures:
• all information can be easily retrieved by authorized staff;
• there is a record retention policy of at least five years;
• information about individual members is kept confidential;
May 2006
Page 6 of 31
Yes i No
Core Promise
• all information is backed up.
All data is repeatedly checked for accuracy before it is presented to anyone outside the Club or used in any marketing material. This includes:
• an ongoing system for monitoring procedures to assure they are followed consistently at all units;
• two people reviewing the information; and
• the CPO and CVO approving all reports before information is presented outside the organization.
Has a plan been developed with your organization supported by your regional service director, to respond to any standards not met?
Yes f No
May 2006
Page 7 of 31
STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOEs)
BOARD GOVERNANCE
Topic Summary
Developing,
Operational
Advancing
Excelling
A. BOARD DEVELOPMENT
❑ ❑ ❑
❑ ❑ ❑
❑ ❑ ❑
❑ L❑ ■
PROCESS
There is an informal process for
The organization has and utilizes a
The organization utilizes a written.
The organization has one or more
identifying and recruiting board
members, not necessarily based on
written, board -driven process for the
Identification, selection. recruitment
ongoing board development process,
which includes identification,
board members who arc Movement
leaders and who share models for a
the organization's goalsandand
objectives.
orientation of board members
based on its goals and objectives.
Individual responsibilities. as \veil as
recruitment. selection, orientation,
ongoing evaluation and recognition.
60% of eligible board volunteers are
written board development process,
which includes identification,
recruitment. selection. orientation.
collective roles of hoard volunteers
recognized utilizing Boys & Girls
ongoing evaluation and recognition.
are written and clearly defined.
Clubs of America's National Service
Recognition Awards or equivalent
recognition program.
80% of all eligible board volunteers
are recognized utilizing Boys & Girls
Clubs of America's National Service
Recognidon Awards or equivalent
recognition program.
❑ ❑ ❑
❑ ❑ ❑
❑ ❑ ❑
❑ ❑ ■
B. BOARD MEMBERSHIP
The board has few, if any. active
the board has some recognized
The board consists mainly of
The hoard consists of business and
community leaders who influence
business and public leaders who
business and public leaders who
public leaders who influence
community decisions and resources.
influence community decisions and
influence decisions and resources
decisions and resources. provide
There is little board involvement that
resources. The organization has a
and \\ho arc involved in meeting
effective governance; generate
fulfills the organization's needs.
board -approved code of ethics and
most of the organization's needs.
needed resources and are actively
conflict of interest policy on which
The board has good relationships
Involved in meeting the
individual board members sign off
with local. state and federal
organization's needs. The hoard has
on an annual basis. There is a
government officials \who understand
excellent relationships with local.
moderate level of hoard involvement
in the appropriate areas of the
organization, and the board has
begun to establish a good
relationship with local. state and
federal government officials.
the value of Boys & Girls Clubs.
state and federal officials.
May 2006
Page 8 of 31
Topic Summary
Developing
Operational
Advancing
Excelling
C. GOVERNANCE
LEADERSHIP AND
COMMITTEE
STRUCTURE
❑ ❑
Commincesitask groups have
defined written objectives consistent
with the organization's written
strategic plan. Officers lead board
member involvement and are given
new leadership opportunities to
support the organization's written
board succession plan. With input
from external and community
stakeholders, a written strategic plan
is updated and reviewed annually
that includes clear benchmarks and
outcomes. An evaluation of
effectiveness is completed annually.
❑
The board has no functioningThere
committees and/or task groups.
There is little structure and minimum
officer involvement. No board
governance is evident. The Chief
Professional Officer does not receive
a formal annual performance review,.
are appointed committee
and/or task group teams with chairs
that occasionally meet and act on
responsibilities. Officers are elected
and involved in assigned roles. The
board is in compliance with
organizational by-laws. The Chief
Volunteer Officer has been provided
a 13GCA orientation on the Core
Promises and has signed a statement
of understanding. A written board-
driven strategic plan addressing
strategic initiatives {collaboration,
merger, growth with impact, etc.} is
in place. The Chief Professional
Officer receives an annual written
performance review.
The board has organized. functioning
committees and/or task groups with
chairs that make written
recommendations for board action.
Officers are functioning in
accordance with defined leadership
roles and a written succession plan
for board leadership is in place. A
written hoard -driven strategic plan is
integrated into board and
cowndttcertask group meetings. The
Chief Professional Officer receives a
formal annual written performance
review based on measurable
objectives linked to the strategic plan
and agreed on by the board
leadership and the Chief Professional
Officer.
D. BOARD FINANCIAL
GIVING
❑ ❑ ❑
At least 75% of hoard members
make a personal unrestricted gift to
the annual campaign. The Chief
Volunteer Officer personally solicits
those members who are not giving.
The board has been informed about
the purpose and goals of "it Just
Takes One.-
❑ ❑ ❑
90%of all board members achieve
their personal giving plans. 50% of
the individual board members make
a written commitment to the Club's
endowment program.
• ❑ ❑
❑ ❑ ■
At least 50% of board members
make a personal unrestricted gift to
the annual campaign.
100%of board members make a
personal unrestricted gift to the
annual campaign. All board
members have a written annual
personal giving plan. 25% of the
individual board members make a
written comrnitmcnt to the Club's
endowment program.
E. BOARD DIVERSITY
❑ ❑ ❑
The organization conducts a formal
assessment of the board's makeup
and develops written plans based
upon the assessment results.
• ❑ •
• ❑ ❑
• ❑ ❑
The board is not diverse in its
makeup or in relation to its
community.
The hoard has some diversity in its
makeup, is reflective of the.
community and has a plan to expand
this diversity. The organization
provides an annual diversity
education opportunity for its hoard
members. Diversity standards are
considered in various committee
functions.
The hoard is diverse in its makeup, is
reflective of its community and has a
written plan underway to maintain
diversity. One or more board
members are Movement leaders
sharing models and best practices in
valuing diversity.
May 2006
Page 9 of 31
Topic Summary
Developing
Operational
Advancing
Excelling
F. CORPORATE DATA
TRACKING
■ ■ ❑
❑ ■ ■
❑ ❑ ■
■ ❑ ■
There is limited tracking of data. a
lack of systems. and little, if any,
hoard and staff accountabilities.
All units use standard BGCA
definitions. Signed membership
forms for the current year are
available. There is a tested and well
thought-out system for daily
collecting and recording of
membership and participation data.
All data is checked and signed off by
the CVO and CPO before being used
for external audiences. There is a
defined system and process for
tracking and counting youth served
through community outreach.
There is a system for collecting and
recordinf program participation data.
The Club has a board -approved
organizational measurement strategy
which utilizes BGCA metrics for
participation and daily attendance.
The Club has a plan to measure
outcomes of targeted programs and
overall Club outcome using the
Outcome Measurement Tool Kit.
G. BOARD MEETINGS/
ATTENDANCE
■ ■ ■
■ ■ ■
■ ■ ❑
■ ❑ ■
Board meetings are not held on a
regular basis. Attendance is less than
50%. Agenda is dominated by
problems and crises. preventing
board from dealing with substantive
policy issues.
There are regular, scheduled board
meetings attended by not less than
50% of the members. The Chief
Professional Officer develops the
agenda and reviews it with the Chief
Volunteer Officer. Board business
packets are prepared and delivered to
all board members at least 10 days
prior to a meeting. The organization
develops and distributes an annual
board calendar at the beginning of
each year. Committees and task
groups provide reports and
recommendations for board action.
The board conducts an annual board
retreat with at least 50% of board
members in attendance.
the hoard has regular. duly
constituted meetings with not less
than 60% attendance and with a clear
focus on policy issues and decisions.
utilization of technology (i.e..
teleconferencing, online meetings,
etc.) to support member participation
in meetings is evident. At least one
meeting. per year has a
BOARDROOM Training module or
equivalent training. The hoard
conducts an annual board retreat with
at least 60% of board members in
attendance.
The board has regular. duly
constituted meetings with not less
than 65% attendance. active
participation and a clear focus on
policy issues and decisions. There is
a written plan for utilizing
technology in board member
communication and business
meetings. At least two hoard
meetings ayear are comprised of
BOARDROOM Training modules or
equivalent training. The hoard
conducts an annual board retreat with
at least 65% of hoard members in
attendance.
H. STATE ALLIANCE
SUPPORT AND
INVOLVEMENT
❑ E1 ❑
The board works in conjunction with
the alliance leadership to gain
support from state leaders. Board
members have an opportunity to
serve on the alliance board or
committees. Board members and the
CPO actively support state initiatives
to enhance statewide collaboration.
❑
• ❑ ❑
• ❑ •
The hoard has no awareness of the
state alliance and leadership has no
contact with state officials to support
alliance efforts.
The organization is a contributing
member of the state alliance;
however. participation at state
meetings is limited. Promotion of
the alliance only happens to benefit
the local organization.
Board members and professional
staff promote the alliance and
actively contact state leaders to
support the work of the alliance, The
hoard and CPO assure Club
involvement in statewide projects.
May 2006
Page 10 of 31
Topic Summary
Developing
Operational
Advancing
Excelling
I. BOARD EDUCATION AND
PARTICIPATION
❑ • •
❑ • ❑
• • •
• ❑ ■
There is very little or no planned
education or participation by board
members in 13oys & Girls Clubs of
America events and training. There is
little use of BGCA hoard
development training tools or
equivalent board training. The CVO
is registered on beca.net.
There is board participation in Area
Council events, state alliances, and
hoard leadership conferences. All
board members have attended a local
hoard member orientation and
received and reviewed the
BOARDROOM new board member
CD ROM. The CVO has received
and reviewed the BOARDRO():tf
CVO Guide and Toolkit CD P.OM.
Officers and committee chairs are
registered on hgca.net.
The organization has strategic board
representation/participation at key
Boys & Girls Clubs of America and
other events including Area Council
meetings, state alliances. hoard
leadership conferences and the
National Conference. 13oard officers
meet the Silver Level of the
BOARDROOM Board Education
Skills Training (BEST) program (8
Modules) or equivalent training
every three years. 5O/o of hoard
members are registered on baca.net.
Board officers and committee chairs
meet the Gold Level of the
BOARDROOM BEST program (12
Modules) or equivalent training
every three years. Board rnennbers
are actively engaged: take initiative
and plan continuous learning
opportunities: share/seek best
practices and are active in planned
continuing education for board
volunteers.
J. LEADERSHIP: BOARD
❑ ❑ ❑
■ ■ ■
••❑
•❑ ■
is fully funded,
SUPPORT FOR
The organization does not have a
f ethnology Committee/Task Group
The board has a Technology
Committee/Task Group; however.
The organization has a written.
hoard -approved technology plan that
The technology plan
staffed and part of the ongoing
TECHNOLOGY
to address technology in a formal
the organization lacks a formal
is integrated into the overall strategic
budget. Technology is integrated
plan.
technology plan that is integrated
plan. The plan includes a Web
throughout all areas of the Club
into the overall strategic plan.
strategy, technology program for
operation. Policies and procedures
Resources for technology are
members. Internet safety, and
are in place to drive continuous
allocated on an as -needed basis. A
technology -based process for
tracking membership fees and
participation data is monitored by the
board.
acceptable use policies.
system improvements and to support
technology replacement cycles.
May 2006
Page 11 of 31
STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE)
HUMAN RESOURCES
Topic Summary
Developing
Operational
Advancing
Excelling
A. CHIEF PROFESSIONAL
OFFICER/ LEADERSHIP
TEAM
0
The Chief Professional Officer
(CPO)/leadership team needs basic
management training.
The CPO/leadership team possesses
basic executive competencies and
leadership attributes as outlined in
the Professional Development
System "Executive" Profile and the
Chief Professional Officer
Leadership Model.
The CPO/leadership team
demonstrates effective leadership as
outlined in the Professional
Development System "Executive"
Profile and the Chief Professional
Officer Leadership Model. The
organization has a staff succession
plan and deploys career development
accordingly. Turnover is analyzed
for human resource planning. The
CPO has a written performance
evaluation based on the strategic
plan that is conducted annually by
designated board leadership.
The CPO/leadership team
demonstrates a high level of
executive competency in providing
leadership to the organization as
outlined in the Professional
Development System "Executive"
profile and the Chief Professional
Officer Leadership Model. The
organization develops a written plan
and scorecard based upon the key
human resource factors. The CPO is
actively engaged in support of
Movement -vide initiatives.
B. JOB
❑ • •
• • •
• • •
• • •
AND
The organization has an informal
All salaries and wages arc in range
The organization has utilized
fIie ors provides
organization monetary
COMPENSATION
MANAGEMENT
salary administration program and is
committed to improving salaries.
Salaries and wages are not within
of the recommended Job
Classification and Compensation
Management Program or equivalent
QUEST to create a written Job
Classification and Compensation
Management Program that is revised
and non -monetary pay for
performance. Reward systems are
based upon hoard -approved strategic
PROGRAM
established ranges. No forma!
salary administration model. There is
every two years_ which includes up-
performance standards goals and
performance management system in
a performance plan in place.
to -date job descriptions, performance
ethics that are acceptable for not -for -
place.
profiles and reviews, and an
organizational chart. The hoard has
approved the salary plan with
appropriate funding for merit
increases and equity adjustments. A
performance management plan is in
place for all full -tine and part-time
employees.
profit industry business practices,
May 2006
Page 12 of 31
Topic Summary
Developing
Operational
Advancing
Excelling
C. PROFESSIONAL
DEVELOPMENT
PROCESS
• • •
• ❑ •
• • •
• •
There is no identifiable. consistent
orientation or training for staff.
Job profile and job descriptions are
utilized for developing a basic plan
of action to support job related
competencies. CPO completed the
New Executive Orientation training
within the first year of -employment.
A "Professional Orientation
Program"' is in place for all staff as
well as a staff development plan.
The organization assures a budget
allocation to support the staff
development plan. When
appropriate, the chief professional
officer has completed the New
Executive Orientation Program eight
months after the date of employment
and attends the Executive Leadership
Program within two years of
employment. The CPO has been
provided a BGCA orientation on the
Core Promises and has signed a
statement of understanding. A
written, annual staff development
plan is in place. Alt eligible staff is
active members of The Academy/
Boys & Girls Club University at the
member professional level.
The organization utilizes a formal.
written professional orientation and
training program and a written, two
year, professional development
career plan. Training opportunities
are identified that address the gap in
staff development. Part-time staff
participates in a minimum of eight
hours of training; and full-time staff
participates in a minimum of 24
hours of training annually. The
organization ensures that the
appropriate tools, resources and
professional memberships to support
and train staff are in place
(Professional Development System).
Policies include a written, board -
adopted succession -planning
strategy. The organization utilizes
BGCA's Training Management
System to manage and maintains
records maintain records for all staff
attending training.
Part -nine staff participates in a
minimum of 16 hours of training.
and full-time staff participates in a
minimum of 48 hours of training
annually. Training plans are tied to
the written compensation plan.
career tracking and succession plan.
D. HUMAN RESOURCE0
POLICIES
0 �
� � ❑
� � �
i
D • Li
The organization has limited written
human resource policies.
Background checks are not
consistent with BC.;CA membership
requirements.
The organization maintains
compliance with Equal Employment
Opportunity regulations. 'The
regulations are consistently applied
throughout the organization.
Background checks are performed
on all staff and volunteers including
board members at intervals not less
than every 24 months. Records of
arrests (not just convictions) arc
obtained for new employees prior to
hiring. The organization provides
ongoing training and legal updates
for supervisors.
The organization has
comprehensive, written human
resource policies that are reviewed
and revised annually by internal
human resource professionals and
internal legal counsel. Background
checks. which include Inquiry into
credit, driving and sexual offender
databases, are performed on all staff
and volunteers including board
members at intervals not less than
every 12 months. The organization
provides ongoing training and legal
updates for all staff. 'There is a
written succession plan for the CP()
and other key staff.
The organization has comprehensive,
written human resource policies that
arc reviewed and revised by external
legal counsel not less than every two
years. Background checks
(including finger printing/scrcening)
are performed on all staff and
volunteers including board
volunteers within 12 months of
initial service and re -checks are
performed on an annual basis. The
organization has access to an online
l IR advisor or service. Records of
arrests (not just convictions) are
obtained for new employees prior to
hiring.
May 2006
Page 13 of 31
Topic Summary
Developing
Operational
Advancing
Excelling
E. ETHICS
CID
The organization does not have a
code of ethics for staff.
D D G
The organization has a hoard-
approved code of ethics statement
for staffand board which addresses
conflicts of interest_ financial
reporting, professional conduct,
confidential and proprietary
information. political activities.
government relations and
fundraising.
ElElD D
The organization has a board-
approved code of ethics statement
for staff, board and vendors which
addresses conflicts of interest,
financial reporting, professional
conduct, confidential and proprietary
information, political activities.
government relations and
fundraising.
❑ D
The Club has defined organizational
values and has developed policies
and training to carry them out.
F.HIRING PRACTICES
D D ❑
The organization does not have
current written job descriptions for
all staff and does not use a set of
board approved procedures for hiring
and screening full, part-time staff,
and volunteers.
D ❑ D
The organization has current written
job descriptions for all staff and
utilizes a board approved. written set
of legally compliant procedures for
listing, screening, hiring. selection,
and orientation of all paid staff and
volunteers.
❑ ❑ ❑
The organization utilizes QUEST to
create an up-to-date human resource
package for full-time and selected
part-time employees who include: a
job based Behavior Based Interview
and Selection guide. External
counsel reviews and provides
recommendations on hiring practice
procedures.
❑ D El
The organization performs a written
assessment to insure a direct
alignment with its strategic plan and
mission outcomes. to. job listings.
screening process interview
questions, job profiles, and
performance/career planning.
G. DEPLOYMENT OF
TECHNOLOGY FOR
STAFF
r j D D
`�
The organization provides limited
technology to staff. Most key staff
has an email address and is
registered on a ww.beca.net. Most
❑ ❑ D
The organization's leadership and
key staff have a computer
workstation with high-speed Internet
access and a full package of
productivity software such as
Microsoft Office. All full-time staff
has an email address and is
registered on \v\„v.hgcaa.net. Full-
time staff has completed a written
technology assessment and have
access to BGCA's QUEST
Knowledge Management System.
El D
All full-time staff has daily access to
a current generation computer
workstation with high-speed Internet
access and a full package of
productivity software such as
Microsoft Office in their work area.
A written technology plan exists.
All staff has an email address and is
registered on \vww.bnca.net. All
staff has and utilizes a personal
locker and profile on QUEST.
C D D
All staff computers throughout the
organization are networked and have
operational Internet access_ The
organization has a dedicated IT
support professional to oversee
technology. The written technology
plan is updated every )°ear and
adopted by the board. A technology
upgrade/replacement plan is in place.
staffhas basic Internet skills/
training.
H. STAFF DIVERSITY
— D ❑
The organization's staff makeup
does not reflect the community's
diversity and there are no plans in
place to change the situation.
00 .�
The board is supportive and
recognizes the importance of
diversity. The organization has
plans to address identifiable gaps
regarding diversity and has an
increased awareness about the value
of a diverse staff.
❑ ❑ ❑
The organization conducts a formal
assessment of staff composition_
Club climate and develops written
plans based upon assessment results.
the board approves written
strategies and action plans in support
of the organization's diversity
initiative, monitoring and managing
progress and results.
D D ❑
Lhc diversity plan is monitored by
the hoard and updated annually to
reflect emerging trends. opinions and
feedback frown staff. volunteers and
cornMunity.
May 2006
Page 14 of 31
Topic Summary
Developing
Operational
Advancing
Excelling
I. COMPETITIVE
BENEFITS
❑ n
The organization pays more than
80% of the costs for minimum and
essential benefits for staff and
dependents and offers other
incentives such as a dental/vision
plan and personal leave. The
organization contributes to a benefit
plan for part-time staff.
■ ■ ■
■ ❑ ❑
■ ❑ ■
The organization does not pay 50%
of the cost of minimum and essential
benefits.
The organization pays more than
50% of minimum and essential
benefits.
The organization pays at least 80%
of the costs for minimum and
essential benefits. Part-time staff has
access to a benefits package that
includes health benefits.
STAFF PARTICIPATION
IN BOYS & GIRLS
CLUBS OF AMERICA
EVENTS AND
PROGRAMS
❑ ❑
•J.
❑
There is limited participation in
Boys & Girls Clubs of America's
training events and conferences. The
CPO and other key staff are
members of the Academy.
Staff participates in core training
events as outlined in requirements
for the Professional level of the
Academy of Boys & Girls Club
Professionals. The CPO attends
either an Administrative Conference
and/or the 'rational Conference
annually. All full and part-time
youth development professionals
have completed the 3 basic training
sections of BGCA's Gear III'! Ct)
ROM.
100%of eligible staff participates in
the Administrative/Leadership
Conference, National Conference or
Youth Development Conference
annually. 75% of eligible staff is
members of and active in the
Academy of Boys & Girls Club
Professionals at the Member level_
50% of eligible staff. including the
chief professional officer_ is
members of the Academy at the
Professional level.
90% of ail eligible staff is members
of the Academy of Boys & Girls
Club Professionals and 75% of all
eligible staff are members of the
Academy at the Professional level.
The CPO and other key staff have
achieved the Distinguished level in
the Academy of Boys & Girls Club
Professionals. Staff is actively
engaged in support of Movement -
wide initiatives and serves on BGCA
task forces and planning committees.
Key staff is members of external and
internal professional organizations.
K. TECI-INOLOGY SKILLS
❑
Appropriate Club staff have received
training to use basic productivity
software. the Internet and other
applications (i.e.: membership
management donor management,
financial management. etc.)
important to their job funetion(s).
❑ El ❑
Appropriate Club staff utilizes
technology to enhance their
effectiveness and efficiency in all
major components of their job. The
Club has a technology training plan
for staff and provides competency-
based testing of skills.
❑ ❑
Appropriate Club staff has only a
basic skill level for using
technology.
The Club has a written technology
training plan for staff that is
budgeted and adopted by the hoard
of directors. All full-time staff is
regularly tested for IT skill
competency.
May 2006
Page 15 of 31
STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE)
RESOURCE DEVELOPMENT
A. RESOURCE
DEVELOPMENT
STRATEGY/
DIVERSIFIED
FINANCIAL SUPPORT
❑ ❑ ❑
The organization does not have a
Resource Development (RD)
Committee. The organization's
fundraising is erratic with
experimentation; poor results and is
overly dependant on a single source
of funding. There is no written RD
plan. Active cultivation of new
donors and prospect identification
and classification are non-existent.
Funding meets the organization s
needs for the current year but is
highly dependant on one source of
funding. There is a Resource
Development Committee that
coordinates an RD plan which
includes a strategy on how to
cultivate new donors. Board
members are engaged in classifying
prospects for their capacity, ability
and propensity to invest in the Club.
No more than 40% of funding comes
from a single source.
The board of directors has approved
a written 3-year resource
development plan that clearly
illustrates no over -dependency on
any one source of funding. Board
members are actively engaged in
cultivating new prospects. The Club
regularly uses research to classify
current donors and obtain new
donors. No more than 30% of
funding comes from a single source.
The hoard of directors has a 3 to 5-
year written resource development
plan that is integrated into the
organizations strategic plan and
includes strategies for multi -near
funding, individual and major gifts.
endowment and planned giving. The
organization regularly screens its
donor database to identify the
potential of increased giving. No
more than 20%of funding comes
from a single source.
B. RESOURCE
DEVELOPMENT
INFRA -STRUCTURE
C. INDIVIDUAL AND
MAJOR GIVING
(EXCLUDING SPECIAL
EVENTS)
The Chief Professional Officer is the
only person supporting the resource
development effort. There is no
database to collect and track donor
information and gifts.
The organization receives support
from individuals including alumni"
but does not have a comprehensive
plan to ensure that requests to
individuals are coordinated and
strategic. Board members are not
involved in personalized
solicitations. At least 50% of Board
members support events and some
make personal unrestricted gifts to
the annual campaign.
❑ ❑ ❑
Besides the Chief Professional
Officer there is/are staff wyho
has; have resource development
accountabilities included in his/her
job description. There is a written
organizational case statement that
documents the need for support.
The organization maintains accurate
personal and participation donor
data electronically and tracks it over
multiple years.
❑ J ❑
A comprehensive plan for individual
support includes an annual giving
program that recognizes and
celebrates individuals. At least 50%
of hoard members are actively
involved in personalized
solicitations. less than 75%of
hoard members make personal
unrestricted gifts to the annual
campaign.
The organization has specialized
staff to support the resource
development plan. Staff and board
members receive ongoing training to
support building their resource
development knowledge. The
organization has an electronic donor
management software application
that generates reports. The
organization uses the database
system to instantly generate reports
on donors and campaigns for
increased fundraising success.
A written comprehensive plan for
individual support includes a multi-
year. annual giving strategy that
ensures strong individual support" A
minimum of 15% of the hud<get
comes from individuals as
unrestricted gifts. A minimum of
75% of hoard members are actively
involved in personalized
solicitations. ]00%ofboard
members make personal unrestricted
gifts to the annual campaign.
❑ ❑ ❑
The organization has dedicated staff
such as a director of development. to
support the resource development
plan. The organization uses donor
management analytical tools and
reports to increase fundraising
success through targeted solicitation.
.The donor management software is
fully integrated with financial
management software.
❑ ❑ ❑
The organization has a
comprehensive strategy for
cultivating support from individuals
that includes an annual campaign.
and other measures to increase
giving from individuals. A
minimum of 20%of the budget
comes from individuals. I00% of
hoard members arc actively involved
in personalized solicitations.
May 2006 Page 16 of 31
D. SPECIAL EVENTS
❑ ❑ ❑
The organization conducts no
special events.
The organization conducts special
events but planning is limited,
committee roles are not clearly
defined and the events are staff -
driven.
❑ ❑
The organization conducts well
planned special events that
maximize return on investment. The
committee roles are well defined,
and strategies regarding leadership
recruitment, cultivation, and
fundraising are written and well
defined. 'There is an intentional plan
to cultivate attendees to become
annual donors.
❑ ❑ ❑
The organization conducts well
planned special events generating
15% of the organization's annual
operating budget. The visibility of
the organization is enhanced by the
events, and high -profile volunteers
comprise the committee's
membership. Attendees are
regularly recruited for ongoing
organizational participation.
E. GOVERNMENT
FUNDING
The organization does not receive
government funds, nor does it have
the knowledge or contact base to
pursue such funding. Members of
the hoard have little if any access to
key individuals with government
resources at their disposal.
The organization has an
understanding, of the availability of
government funding and has
inquired about strategies to access
such funding. It understands the
need to improve in this area, but has
had little success to date. Members
of the board have some access to
those controlling government
resources.
❑ ❑ ❑
The organization actively pursues
local. state and federal funding
opportunities. It has good
knowledge of proposal writing and
knows how to market services that
the Club provides. The organization
is using government funds to
leverage additional private funding.
The organization is a contributing
member of its state alliance.
Members of the board have
developed relationships with those
controlling government resources
and have ongoing communications
with Boys & Girls Clubs of
America. The organization receives
a minimum of 5%, but no more than
25°4 of its income from a single
government source.
The organization has a keen
understanding of the potential of
government funding. 'The Club does
an excellent job of leveraging
government dollars to match income
from private sources. Members of
the board have a wide range of
contacts within key government
offices and have used such contacts
to secure government funding. The
organization is actively involved in
the Alliance and supports national
government relations initiatives.
May 2006 Page 17 of 31
F. PLANNED GIVING AND
ENDOWMENT
BUILDING
The organization has no endowment
policies or procedures in place.
There are no formal programs for
the development or promotion of
planned gifts or major gifts to the
endowment.
A staff member spends 5 to 10% of
time to run a basic planned giving
program. Gift acceptance policies
for securities, bequests and
beneficiary designations are in place.
There. is a formalized planned giving
recognition program in place
including a Heritage Club (or
deferred giving society). 25%of the
board participates in the Heritage
Club. .A planned giving prospect list
has been identified and a solicitation
plan is in place. A simple marketing
plan has been established. A system
for record keeping is established.
❑ ❑
A staff member spends 10 to 25%of
time to market and solicit planned
gifts. 25% of the board members
have designated the Boys & Girls
Club for a planned gift. There are
comprehensive gift. acceptance
policies in place, which include real
estate, gift annuities, and charitable
trusts. 50% of the hoard participates
in an organizationally, sponsored
planned giving program, such as in
the Heritage Club. The Club markets
planned giving in Club publications.
The Club has a marketing plan that
includes advanced gifts.
A staff member spends 25 to 50% of
time to market and solicit planned
gifts. 5% of the hoard participates
in the organization's planned giving
program, such as the Heritage Club.
The Club has an aggressive
marketing plan, which includes
direct mail and marketing to allied
professionals. The organization has
established named endowment funds
and solicits outright gifts to the
endowment.
G. STEWARDSHIP AND
RECOGNITION
❑ ❑ ❑
The organization has no written
policies to support and implement
recognition and stewardship. There
is little communication with donors
besides an acknowledgment letter.
The organization has written
acknowledgment policies. Donors
receive an annual report, which at
minimum documents sources of
funds, uses of funds, giving levels.
photos of youth, a summary of the
year's highlights_ and relevant
activities of the organization.
The organization has written gift
acceptance and recognition policies.
Donors receive 3 to 4 pieces of
communication throughout the year
demonstrating the Club's impact.
Staff regularly visits with lop
donors.
❑ ❑ ❑
A written yearly plan for
stewardship is in place to document
how board and staff are to be
involved in the stewardship process.
Top donors receive personal
stewardship visits from board
members and top donors are
engaged with the organization.
H. FOUNDATIONS
The organization does not have a
strategic plan for writing proposals
or for securing grants and is unable
to consistently deliver program
outcomes.
The organization receives funding
from various foundations. There is
an informal effort to attract
foundation funding,
The organization has a written plan
for attracting funding from
foundations The plan includes
annual solicitations and is
incorporated as part of the
organization's resource development
plan. The organization delivers the
program outcomes defined in
foundation proposals. 5% of the
Club's annual operating income
comes iron foundations.
CD
The organization has a plan for
securing grants from private and
corporate foundations and does an
excellent job of delivering the
program outcomes listed in its
proposals. Board members have
relationships with key foundation
leaders and staff and are able to
leverage resources forthc
organization, resulting in a minimum
10% of Club annual operating
income being generated from
foundations.
May 2006 Page 18 of 31
I. BUSINESS SUPPORT
❑ ❑ ❑
The organization receives little or no
support from businesses, including
cause -related marketing income.
❑ ❑ ❑
The organization receives a
minimum of 5% of its annual
operating income from businesses
(including income derived from
cause -related marketing).
❑ ❑ ❑
-file organization has a strategy as a
part of its resource development plan
through which it receives a
minimum of 10% (includes in -kind
gifts) of its annual operating income
from businesses (including income
derived from cause -related
marketing.
❑ ❑ ❑
The organization receives a
minimum of 15% (includes in -kind
gifts) of its annual operating income
from businesses (including income
derived from cause -related
marketing.
May 2006 Page 19 of 31
STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE)
FINANCIAL MANAGEMENT
A. FINANCIAL
CONTROLS AND
RECORD KEEPING
There are no evident systems in place
to ensure compliance with applicable
local_ state and federal financial
regulations.
The organization complies with all
Local, state and federal regulations.
The board has an active Finance
Committee in place. Key staff is
trained in the organization's
internal control standards and
systems. There is an adequate
system to specify and assure
compliance with industry
standards related to length of time
for retention and maintenance of
financial. inventory, personnel, and
warranty records. "[he
organization has sound financial
policies and procedures with which
all staff is familiar-.
The board has a standing Finance
Committee which addresses the
audit, investments and insurance
matters related to the organization.
The board monitors the compliance
of all contracts or agreements on an
ongoing basis. The organization has
a separate functioning Audit
Committee that manages contracts
with accounting and/or CPA files for
audit purposes.
Legal procedures are monitored and
reviewed by staff and board
leadership annually. Staff adheres
to operational practices. The
financial policies are updated and
revised every 2 years utilizing
external expert counsel. Staff
receives ongoing training for
implementation. The organization
maintains an internal auditing
system. The organization has a
system adequate to maintain the
compliance and precaution of all
contracts of agreements.
B. FINANCIAL
ACCOUNTABILITY
Thc financial planning and
management program is limited and
not clearly understood. A written
financial management assessment is
completed and the
staff/organizational needs are
identified and aligned to an action
plan for correction.
The organization receives an audit
by an independent Certified Public
Accountant and provides a copy of
such to Boys & Girls Clubs of
America. The organization has
taken corrective action on
recommendation(s) from the
management letter_ The
organization files a 990 and/or
A133 (if required). The
organization puts their audit
services out to bid at least every
five years. A copy of the
organizations 990 is sent to
BGCA. posted on the
organi ation's Web site, and
copies are available to the public.
The organization receives an
unqualified audit report. The
organization has and utilizes
accounting software to record and
report income and expenses in
accordance with generally accepted
accounting principles.
❑ ❑ ❑
The organization receives a
management letter from an
independent CPA with no material
findings. Thc hoard has a
freestanding Audit Committee
responsible for the appointment,
compensation and oversight of an
external auditor. The Audit
Committee reviews the external
auditors reports and. where
applicable. implements timely and
appropriate corrective action.
May 2006 Page 20 of 31
C. FINANCIAL STABILITY
The organization has experienced an
operating deficit in the last 3
consecutive years. The organization
has long-term debt and no written
plan to address the debt.
A hoard -approved budget is in
place. If the organization has
long-term_ moderate debt. a written
plan is in place to address it.
❑ ❑ ❑
The organization has reserves equal
to 6 months' operating budget. A
hoard -approved budget is in place.
❑ ❑ ❑
The organization has reserves equal
to its annual operating budget.
excluding, any restricted endowment
funds. The organization has no
operating deficit in the last 5 years.
The organization has no long-term
operational debt.
D. BUDGET PROCESS
❑ ❑ ❑
Budget figures are unrealistic and
continually revised. The board is not
involved in the budget development
process.
❑ ❑ ❑
income and expense budget
projections are based on historical
data and strategic plan priorities,
not on percentage increases. There
is board participation in budget
development with hoard approval
at least 30 days before the start of
the next fiscal year.
❑ ❑
The organization has a realistic
annual budget sufficient to support
organizational goals and objectives.
Appropriate committees make
income and expense projection
recommendations that result in a
budget which addresses priorities in
the strategic plan.
The board is involved in developing_
a long-range (at least 3-year) budget
to support the organization's
strategic direction focusing on
capacity, growth and program.
1 E. EXPENDITURES
❑ ❑ ❑
'Mere are no evident systems in place
to control expenditures vvithin
budget.
❑ ❑ ❑
"l-he organization has systems in
place to control expenditures. The
board provides ongoing oversight
to assure organization's
expenditures are within budget. A
process exists to educate and
inform the hoard of directors of
organizational expenditures. No
more than 20% of expenditures are
for management general and
fundraising. The organization has
adequate processes to allocate staff
time to functional categories.
❑ ❑ ❑
Cash floe projections arc developed
and reviewed monthly utilizing
accepted accounting practices.
Prompt corrective action is taken in
response to projected or significant
variations from budgets. No more
than 16 to 19% of expenditures are
for management; general and
fundraising.
No more than 15% of expenditures
are for management/general and
fundraising.
May 2006 Page 21 of 31
F. FINANCIAL DATA
TRACKING
The organization does not track
financial data electronically,
❑ ❑ ❑
The organization accurately tracks
income and expenses
electronically. Data is secured and
backed up on a regular basis.
❑ ❑
The organization uses fund
accounting software, and generates
appropriate financial statements
monthly to accurately track. manage
and report on funds from multiple
sources, across multiple budget
periods. Monthly financial statements
are reviewed by management and the
board to help make decisions.
Financial statements/reports are
provided to BGCA on a regular basis
as required.
❑ ❑ ❑
Fund accounting software is fully
integrated with donor management
software. The system is configured
to accommodate staff in remote
locations that need access to
accounting information over a wide
area network (WAN). Financial data
is secured and hacked up on a
regular basis and is kept off site.
G. INSURANCE AND RISK
MANAGEMENT
Organization lacks adequate
insurance coverage or reserve funds.
The organization has adequate
insurance coverage meeting all
membership requirements and
names Boys & Girls Clubs of
America as an additional insured.
The organization has a written risk
management plan_ which
incorporates adequate insurance
coverage.
The organization independently
reviews and prices insurance
coverage for adequacy at least every
2 years.
H. INVESTMENT
MANAGEMENT
Organization lacks policies guiding
the management of their restricted
funds/investments.
The organization has restricted
funds/investments and has written
investment policies and objectives
to guide their management.
investments are diversified and
performance is monitored
quarterly by the Investment
Committee and reported to the
Board. The organization uses
income in accordance with board
policies and donor requirements.
The organization's written
investment policies address well
defined goals and objectives, risk
tolerance, asset allocation,
disposition of undcsignatcd funds,
spending rules, and gift acceptance
guidelines. An independent review
of strategy and performance is
conducted on an annual basis by a
noncommissioned professional.
❑ ❑ ❑
An independent investment
manager is employed to manage the
organization's portfolio in
accordance with policy and
objective statements_ The
investment manager has the ability
to manage and administer charitable
gift vehicles_
May 2006 Page 22 of 31
STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE)
IMPACT ASSESSMENT/PROGRAM
Topic Summary
Developing
Operational
Advancing
Excelling
A. SAFE AND POSITIVE
ENVIRONMENT
Eli ■ ■
Some program areas arc open without
adult supervision. Updated bulletin
boards and member pictures are not
consistently displayed. Members have
limited knowledge of the rules and arc
not engaged in helpinta to reinforce
positive behavior. Staff, volunteers.
and junior staff are not clearly
identifiable and do not have training in
emergency procedures.
■ ■ ❑
All program areas are staffed continually
by a responsible adult. Updated bulletin
boards, posters. and member pictures are
displayed. Members are knowledgeable
of rules and are expected to promote and
help reinforce positive behavior. All
staff is clearly identifiable, is aware of
the Club's atmosphere and safety, and is
trained in emergency procedures.
■ ❑ ■
-I' he Club meets all statements in the
operational category and
consistently implements 75% of the
practices in the arca of safe and
positive environment.
❑ ❑ ■
The Club consistently meets all
practices in the area of safe and
positive environment and provides
added value through local practices.
B. SUPPORTIVE
RELATIONSHIPS
Staff knows the names of regular Club
members. There is no planned attempt
to ensure every member develops
relationships with at least one staff
member. Limited attention is spent on
the transition of new members and
staff do not view themselves as role
models for members. Limited time is
spent developing pecr-to-peer
relationships at the Club and there are
few spaces available for small groups
or quiet pursuits.
Staff knows names. interests, and family
situations of regular members. Staff
ensures that regular Club numbers have
a relationship with at least one staff
member. Staff members are trained in
informal guidance techniques, conflict
resolution, decision -making_ and goal
setting. All members go through a new
nteniber orientation. Staff discusses the
progress of new members in weekly
staff meetings. All staff is positive role
models for members and friendships are
encouraged and supported at the Club.
Several areas of the Club encourage
small -group interactions and quiet
conversations.
The Club meets all statements in the
operational catcgory and
consistently implements 75% of the
practices in the area of supportive
relationships.
The Club consistently meets all
practices in the area of supportive
relationships and provides added
value through local practices.
May 2006
Page 23 of 31
Topic Summary
Developing
Operational
Advancing
Excelling
C. OPPORTUNITIES
AND EXPECTATIONS
D. FUN
❑ ❑ ❑
Little time is spent planning the overall
Club program. The Club provides
limited opportunities in the Five -core
program areas. Few computers are
available for member use and Internet
access is not available. Members do
not receive a consistent_ strong
message about the importance and
expectation of character. citizenship,
leadership, health, and wellness,
avoidance of risk behaviors. academic
success, graduation, post -secondary
education, and career plans. Members
do not have a choice in how they spend
their time at the Club.
Fun, interest -based activities are
restricted to the gymnasium and games
room. The Club has adequate space for
its program needs, but the building
lacks attractive features for young
people. Staff members implement
activities and programs exactly as
prescribed; there are no modifications
to attract or retain the interest of young
people.
Staff meet regularly and work together
to develop and implement a daily,
weekly; monthly, and yearly program
calendar that ensures a range of
activities in all five -core program areas
for all age groups. A technology center
with quality equipment is available,
staffed and well utilized throughout
operating hours. A wide variety of
strategies are used to express high
expectations for all members' character.
citizenship, leadership, health, wellness.
avoidance of risk behaviors, academic
success, graduation, post -secondary
education, and career plans. Members
are able to choose what activities they
engage in while at the Club.
Fun, interest -based activities have been
scheduled for all areas of the Club.
Program areas of the Club are organized
and designed to be attractive to all
members. The infusion of fun, interest -
based activities into all program areas is
discussed in weekly staffmcetings..All
staff members have a ready supply of
"on -the -spot' fun games.
The Club meets all statements in the
operational category and
consistently implements 75% of the
practices in the area of opportunities
and expectations.
The Club meets all statements in the
operational category and
consistcntly implements 75% of the
practices in the arca of fun.
The Club consistently meets ail
practices in the area of opportunities
and expectations and provides
added value through local practices.
'l'hc Club consistently meets all
practices in the area of fun and
provides added value through local
practices.
E. RECOGNITION
Staff members acknowledge the
presence of young people; by speaking
to as many young people as they can as
they walk through the Club. Major
awards and accomplishments are
prominently displayed. The Club
provides extrinsic rewards to
encourage program participation and
celebrate program completion.
Staff members meet on a weekly basis to
discuss successes and shortcomings in
participation of youth. Staff members
stratcgize on the best ways to reward or
redirect young people's behavior. The
staff has an established system for
regularly displaying and updating
members' work and achievement and of
providing extrinsic rewards and assisting
young people in developing intrinsic
motivations to participate In program
and attain outcomes.
❑ ❑ ❑
The Club meets all statements in the
operational category and
consistently implements 75% of the
practices in the area of recognition.
❑ ❑ ❑
The Club consistently meets all
practices in the area of recognition
and provides added value through
local practices.
May 2006 Page 24 of 31
F. OVERALL CLUB
OPERATIONS AND
SUPPORT
❑ ❑ ❑
Club operates on average at less than
75% of optimal daily attendance, less
than 30% of members participate two
or more times per week throughout the
year, and there are no membership
recruitment or retention plans. The
Club has minimum operating hours and
some members are unable to
participate because of fees. The Club
collects membership information and
daily attendance. There are few
partners and limited community events
take place at the Club. Parents seldom
participate in Club activities.
Club operates on average at 75% to 85%
of optimal daily attendance. 31%to 45%
of members participate two or more
times per week throughout the year, and
there are written membership
recruitment and retention strategies. The
Club operates six days per week and at
least five hours per day and membership
and program fees exclude some
members, but scholarships are provided.
The Club has an ongoing system for
measuring and assessing the reach and
impact of the Club. Club has outstanding
community partnerships and hosts a
number of ongoing community meetings
and special events. Parents are
encouraged to be involved in the Club.
The Club meets all statements in the
operational category and
consistently implements 75% of the
i practices in the area of overall Club
operations and support.
The Club consistently meets all
practices in the arca of overall Club
operations and support and provides
added value through local practices.
G. TEENS
H. TRANSITIONS
❑ ❑I ❑
The Club has dedicated hours and a
modest budget for teen programming.
The Club's teen program is a version
of the core program experience for all
members. There is little involvement of
teens in the development and
implementation of programs and
activities. There are regular
opportunities for teens to provide
service to their Club. Teens with innate
leadership abilities are provided
ongoing opportunities to utilize and
develop their leadership skills.
There arc no policies for how members
enter and exit the building. The front
entry is not distinguished by check -in -
desk staff. Members are not greeted as
they enter the building and
membership cards arc not required.
The Club does not conduct a new
member orientation and there are few
program schedules on display.
The Club has dedicated program hours
or space as \yell as an annual budget for
teen programs that reflects a
commitment to serve significant
numbers of teens. The Club provides a
unique experience for all members.
Teens are engaged in the development
and implementation of programs and
activities. "There is an active_ year-round
junior staff program for teenagers. 'there
is an ongoing process. via Club
programs and activities, to develop new
teen leaders in the Club.
The Club has defined policies on how
members enter and exit the building.
The entry area is clearly defined and
staffed. MMlenibers are greeted by list
name as they enter the bui Idinw and must
present a membership card to gain entry.
"Plc organization conducts an orientation
for new members and daily. weekly. and
monthly schedules are posted in a
prominent location and at the entrance oT
each program area.
The Club meets all statements in the
operational category and
consistently implements 75% of the
practices in the area of teens.
The Club meets all statements in the
operational category and
consistently implements 75% of the
practices in the area of transition.
The Club consistently meets all
practices in the area of teens and
provides added value through local
practices.
The Club consistently meets all
practices in the area of transitions
and provides added value through
local practices.
May 2006 Page 25 of 31
STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE)
MARKETING AND COMMUNICATIONS
Topic Summary
Developing
Operational
AdvancingExcelling
A. BOARD INFLUENCE
AND INVOLVEMENT
❑ ❑ ❑
No board or staff leaders of the
organization are involved on other
community hoards or groups.
❑ ❑ ❑
There is limited involvement by
Club board and staff leaders on
other community boards and groups.
❑ ❑ ❑
The organization has (hoard and
staff) representation on issues
affecting youth through community
hoards_ commissions and civic
organizations.
El ❑
The organization has active board
and staff representation on various
community boards. commissions
and civic organizations that affect
decisions and influence advocate for
youth issues.
B. IMAGE
Li El El
Facilities_ vehicles and other Club
assets are poorly maintained and
often used in a manner that does not
reflect a positive image.
El ❑
Facilities, vehicles and other Club
assets are maintained and utilized in
a manner that generally reflects a
positive image.
❑ D ❑
The organization's facilities,
vehicles and other Club assets are
maintained and utilized in a manner
that reflects a positive image. The
organiation uses external market
resources to support and develop its
image.
D ❑ ❑
The organization's facilities.
vehicles and other Club assets are
maintained and utilized consistent
with written guidelines and training
and in a manner that always reflects
a strong positive image. The Club
measures external market research
and implements plans for
improvements.
C. MEDIA RELATIONS
❑ ❑ ❑
There is little or no attempt to
maintain contact with local media
representatives.
❑ ❑ L
The organization has periodic or
occasional contact with local media
representatives for publicity and
advertising purposes.
❑ ❑ ❑
-file organization has regular,
planned contact with local media
representatives for publicity and
advertising purposes. The
organization has a written plan for
ongoing. contact with local media
representatives and maintains a local
media list.
❑ ❑ ❑
The organization maintains and
reviews a written plan for ongoing
contact yvith all local media, loth for
publicity and advertising. The plan
maximizes media exposure and
results are published in a quarterly
report to the board.
D. BOYS &GIRLS CLUBS
OF AViERICA
MARKETING
MATERIALS
El El El
I he organization does not use Boys
Girk Cluhs of America marketing
nratcr;als or they are used with very
poor adaptation.
❑ ❑
The organization uses Boys & Girls
Clubs ol-Arncrica public service
announcements sporadically. The
organization does riot coordinate
media requests with other Boys &
Girls Club organizations in the same
media market.
❑ ❑ ❑
The organization regularly uses
Boys & Girls Cluhs of America
public service announcements and
marketing materials. The
organization coordinates with other
Boys & Girls Club organizations in
the same media market. and
localizes ads only as appropriate.
❑ ❑ ❑
The organization uses Boys & Girls
Clubs of America public service
announcements and marketing
materials. Local campaigns are
created and implemented to
augment and complement Boys &
Girls Clubs of America advertising
materials.
May 2006
Page 26 of 31
Topic Summary
Developing
Operational
Advancing
Excelling
E. MARKETING
STRATEGY
The organization has no Marketing
and Communications Committee
and little, if any, activity underway
to promote awareness of and support
for its Club(s).
The organization has a Marketing
and Communications Committee
that meets occasionally. to plan and
implement efforts to gain
recognition and support for its
Club(s). The organization utilizes
Boys & Girls Clubs of Americas
advertising, public service
announcements and other marketing
materials.
The organization has a Marketing
and Communications Committee
which meets regularly and has
developed and implemented a
written strategy to gain recognition
and support for its Club(s) as "The
Positive Place for Kids, including a
written plan for targeting
appropriate publics.
The organization has an active
Marketing and Communications
Committee leveraging_ outside
resources to assist in developing and
implementing an aggr sivc written
strategy and plan for positioning its
Club(s) for community/brand
he
recognition and support as "The
Positive Place for Kids_' with
written outcome measures resulting
in income streams for the
organization.
F. COMMUNICA-
TIONS/PUBLIC
RELATIONS
CAMPAIGN
The organization has no public
rclaiions/communications program.
There is a limited communications
program, which includes utilization
of appropriate media to reach the
public.
The organization implements a year-
round v ritten communications/
public relations program including
utilization of appropriate media to
reach each public; allocation of
budget; and evaluation of total
program.
The organization implements a
eomprehcnsive written
communications/public relations
program including utilization of
appropriate media to reach each
public. allocation of at least ]% of
budget and evaluation of the total
program.
G. PROMOTIONAL
MATERIALS REFLECT
POPULATION SERVED
❑ •
Promotional materials do not reflect
diversity of the organization.
❑ n ❑
Promotional materials occasionally
reflect diversity of. oath.
❑ ❑ ❑
Promotional materials usually
reflect diversity of the youth and
staff.
❑ ❑ ❑
Promotional materials always reflect
diversity of the youth. staff and
board.
H. CRISIS MANAGEMENT
PLAN
❑ ❑ ❑
There is uncertainty as to who
speaks for the organization and with
what message.
❑ ❑ ❑
There is a written crisis management
plan. The chief professional officer
(CPO) usually speaks for the
organization.
❑ ❑ ❑
The organization has a designated
spokesperson with \vritten
guidelines for responding to crises
that are clearly understood by board
and staff members.
❑ ❑ ❑
The organization has a written crisis
management plan approved by the
board that is clearly understood by
l board and staff members. Response
to crises is reviewed and rehearsed
at least annually.
I. BOYS &GIRLS CLUBS
OF AVIER[CA'S
GRAPHIC STANDARDS
❑ ❑ ❑
Adherence to graphic standards is
limited.
❑ ❑ ❑
The current service mark of Boys &
Giris Clubs of America is displayed
on the outside of its building and on
all appropriate printed matter and
complies with approved graphic
standards.
❑ ❑ ❑
Vendors, staff, and boarcl members
receive annual orientation and
training on graphic standards.
❑ ❑ ❑
Staff and board share best practices
and adherence to graphic standards
with the Movement.
May 2006
Page 27 of 31
Topic Summary
Developing
Operational
Advancing
Excelling
. INTERNET
UTILIZATION AND
WEBSITE
MANAGEMENT
❑ ❑ ❑
The organization lacks a
functioning, professionally
developed Web site.
❑ ❑ ❑
The organization maintains a basic
Web site that is updated at least
quarterly. There is little use of
available marketing materials. The
organization meets Boys & Girls
Clubs of America's graphic
standards and the site contains a link
to www.beca.org.
The organization's Web site
contains essential_ accurate
information about Club programs
and events and is updated monthly.
There is a designated staff person or
volunteer to update and maintain the
organization's Web site. National
marketing materials are regularly
downloaded and used.
❑ ❑ ❑
'rite organization maintains a high -
quality. regularly updated Web site.
Email inquiries from the public arc
answered promptly. Resources are
downloaded and used. A cost -
benefit analysis is conducted
annually.
May 2006 Page 28 of 31
STANDARDS OF ORGANIZATIONAL EFFECTIVENESS (SOE)
FACILITIES
Topic Summary
Developing
Operational
Advancing
Excelling
A. SAFETY
❑ ❑ ❑
Club personnel are not easily
identified. Configuration of
building makes it difficult to
supervise youth. Building and
grounds do not appear secure.
There is no emergency plan in place.
The facility has a basic security
system in place.
❑ ❑ ❑
The board has established a
committee to ensure Club safety artd
maintenance. Club staff is easily
identified. There is controlled
access to the building. Building(s)
islare regularly inspected by the fire
marshal. There is good visibility
into all activity spaces. A written
crisis plan is available to all staff.
f3uildinos and grounds are free of
common hazards. Emergency exit
doors are unblocked. clearly
marked. alarmed and operable.
❑ ❑ ❑
Clothing. or ID easily identifies Club
staff. '"here is controlled access to
property and buildings. The
organization has an electronic
security system that is monitored
externally.
❑ 00
Entrance routes are observable and
controllable at all times. There is
walk -by visibility into all program
areas as well as video and/or staff
monitoring capabilities internally
and externally. The organization
provides documented crisis response
training for all staff.
B. STRATEGICALLY
LOCATED
II]❑ ❑
Facilities are located in an area that
is clearly inappropriate for access by
large numbers of youth.
❑ ❑ ❑
Facilities are located in a marginally
effective area for reaching a large
number of youth.
❑ ❑ ❑
The organization's facilities are
located so as to reach and serve a
large number of targeted youth.
❑ ❑ ❑
The organization's facilities are
strategically located so as to reach
and serve a large number of targeted
youth. The organization conducts a
periodic review to assure continued
location appropriateness.
C. ADEQUACY OF
FACILITIES
❑ ❑ ❑
The organization operates poorly
equipped, limited facilities only
capable of housing a marginally
varied and diversified program.
iJ ❑ ❑
The organi ation operates limited
facilities that are adequately
equipped and capable of housing a
varied and diversified program.
❑ ❑ ❑
The organization operates facilities
that are adequately equipped and
capable of housing a varied_
diversified program.
❑ ❑ ❑
The organization operates optimal!Y
equipped facilities capable of
housing a varied and diversified
program..
D. MAINTENANCE OF
FACILITIES
Facilities are believed to be safe. but
arc not regularly cleaned or repaired
to remain functional.
All components of building;
grounds. equipment and furnishings
are cleaned regularly and operate
properly in accordance with local
codes. applicable laws and
ordinances.
The organization has a written
maintenance schedule for cleaning.
for repairing and replacing
equipment and furnishings as
needed.
The organization has a written.
multi -year preventive maintenance
plan and upgrade schedule.
May 2006
Page 29 of 31
Topic Summary
Developing
Operational
Advancing
Excelling
E. AGE APPROPRIATE-•
NESS
❑ ❑ ❑
Program areas are functional for
both children and teens with shared
space but distinct equipment.
Games. toys, books and furniture for
each age group are available and in
good repair.
• ❑
■ ■ ❑
■ ■ ❑
Facilities attract children and teens.
but there is no apparent effort to
address different age groups' needs
by providing age -appropriate
equipment and furniture.
Program areas are dedicated for two
age groups (6 to 12 and 13 to 18).
Games, toys and hooks for each age
group are available and in good
repair. Furniture is kidlteen
friendly.
Within each program area there arc
dedicated spaces for 3 main age
groups (6 to 9. 1(1 to 13. and 14 to
18). Games and toys for each age
group are available and in good
repair. Furniture is available in 3
sizes to accommodate most
members. Pertinent information is
displayed at cyc level of target
audience.
F. CLUB ENVIRONMENT❑
■ ■
C ❑ ■
❑ ■ ■
❑ ■ ❑
Program spaces are inadequate in
size proportion for use. Decor is
drab, outdated, mismatched or
disorganized.
Entire facility is clean and well lit.
Program spaces arc of adequate size
for function. Color scheme may be
out of dale hut clean. light levels
and sound controls are adequate for
tasks: temperature is appropriate.
Proc.rarn spaces arc of adequate size
and proportion and can be used for
multiple functions Color scheme is
fun and child -friendly,, and there is a
sense of order in the space',v-ithout it
being rigid. Light levels, sound
control and temperature support the
Club environment.
Program spaces are inviting, are of
adequate size and proportion and
support several different furniture
arrangements for different learning
styles. The color scheme is fun and
child -friendly and planned to
enhance environment. Light sources
exceed recommended standards and
include abundant natural light.
Sound levels and temperature are
conducive to fun and learning.
G. FINANCIAL RESERVES
FOR MAINTENANCE
■ • ❑
❑ ■ •
❑ ■ ❑
❑ ❑ ■
There is no plan or provision for
major repairs and improvements to
facilities and equipment.
The organization: usually finds
funding for major repairs and
improvements, sometimes at the
cost of operating income or vvith
coaly delays.
"file organization has access to funds
for major repairs and improvements
to facilities and equipment. The
organization has a designated
facilities reserve fund.
The organization has designated
adequate financial reserves for the
maintenance and replacement of
facilities and equipment.
H. PLANNED
MAINTENANCE
❑ ❑ ❑
The organization has a yvritten
planned maintenance program,
complete with schedules and
accountability' assignments.
■ ❑ ■
❑ ❑ •
• ❑ j
The planned maintenance program,
if any, is superficial and sporadic.
responding primarily' to urgent
conditions.
There is an informal planned
maintenance program characterized
by frequent inspections of major
facilities and equipment.
The organization has a systematized,
ongoing planned maintenance
program.
May 2006
Page 30 of 31
Topic Summary
Developing
Operational
Advancing
Excelling
I. FACILITY/ EQUIPMENT
USAGE POLICY
The organization has formal,
comprehensive policies for the use
of its facilities and equipment by
others that are reviewed annually by
the board in line with budget
considerations.
There are no established policies for
the use of facilities by others during
Holt Club hours.
The organization has policies
regarding the use of facilities by
others durin non -Club hours.
zs.
The organization has established
written policies for use of its
facilities by others during. non -Club
hours.
J. GENDER INCLUSION
AND ACCESSIBILITY
■ ■ •
❑ • 0
• ❑ •
0 Ei ■
Facilities and equipment favor one
gender.
Facilities and equipment are
generally reflective of gender needs
in appropriate balance and are
gradually improving. An effort is
made to mainstream disabled
children as needed.
Facilities and equipment arc
reflective of gender needs, and a
written plan is being implemented
for needed changes.
Facilities and equipment reflect full
and equal consideration for girls and
boys. A written plan is in place to
make the building compliant with
the Americans with Disabilities Act.
May 2006
Page 31 of 31