Goal Four
Organizational Development & Team Building
Our team of staff and board members are exceptional in the skills and passion they bring to our work. We will continue to support and grow this team so that we can continue to impact more youth more deeply.
Goal Four Objectives:
- Build and retain a diverse and highly skilled professional staff team
- Increase opportunities for career growth and development within the organizational chart
- Deepen the collaboration between the three tiers of board governance, with the senior leadership staff team serving as liaisons
In achieving this goal and its objectives, we will:
Build
a high-performing team and capacity to impact youth through training and advancement
Lead with integrity and intentionality to position individuals and teams to succeed and sustain
Understand operational realities and ensure that staff have optimal resources and support
Engage staff/board leaders at all levels to promote their voice and investment in our mission
Year 1 Accomplishments | 2024-2025
Implemented enhanced employee tenure recognition practices to commemorate milestones of years in service to our mission.
Created a centralized database of pre-qualified candidates by researching and utilizing new employment platforms to reduce time-to-hire in new or vacated positions.
Formalized a standard onboarding process for all part-time employees to ensure consistency across departments.
Increased collaboration between the Board of Directors and Emerging Leaders board through EL participation in subcommittee meetings and shadowing opportunities.
Four members of our Emerging Leaders young professionals board were promoted to the Board of Directors in FY25, demonstrating the viability of this model for board member cultivation.
Year 2 Priorities | 2025-2026
Improve employee retention by 10% year-over-year, identifying key retention factors through data collection and analysis, including employee growth/improvement goals, anecdotal feedback (listening sessions, exit interviews, etc.), and subsequent dissemination of findings.
Extend and leverage Club networks to expand and improve our candidate pool via involvement in community groups, LinkedIn, etc., and the creation of a comprehensive tracking process for recruitment avenues.
Enhance employee professional development by finalizing the BGCMS Training Academy, offering continuous training tailored to each job category, and promoting career pathway visibility through staff spotlights.
Determine and define specific goals and parameters of peer mentoring strategy, including "love languages" and communication style, prioritizing continued focus on part-time staff to share information across BGCMS and strengthen sense of belonging.
Maintain consistent implementation of organizational charts for FY26. Focus creation/modification of positions based on organizational and operational needs.
Identify and address priority areas of expertise that are lacking representation on the board (HR, mental health, medicine, civil service, military, etc.).
Year 3 Priorities | 2026-2027
Stay tuned!
Year 4 Priorities | 2027-2028
Stay tuned!
Year 5 Priorities | 2028-2029
Stay tuned!
Reflections & Future Plans | 2030
Visions for Impact in 2030:
Increase the average tenure of employees to exceed industry standards to support program quality through consistency and retention of knowledge and relationships.
Significantly increase the number of employees promoted into advanced positions as they become available through organizational growth, other internal promotions, or staff attrition.
Attract and retain high-performing members of every level of the Board of Directors to ensure robust, diverse, and consistent leadership for our organization now and in the future.