Boy & Girls Clubs of San Francisco 2023 Report to Stakeholders by Boys & Girls Clubs of San Francisco

2023 REPORT TO STAKEHOLDERS

Contents Introduction

Challenges facing San Francisco: The COVID-19 pandemic exacerbated issues facing youth leading to lasting impacts

Access to Academic Supports and Resources Mental and Physical Health Challenges High Cost of Living and Raising a Family

Our Investment We continue to invest in affordable services for San Francisco's most under-resourced communities The New Sunnydale Clubhouse Exploring a New Tenderloin Clubhouse We serve the youth who need us the most We continue to prioritize customized services to address the specific needs of our members Behavioral Health Support Academic Support Support for Middle/High Schoolers & Transition Age Youth We are investing more resources into ensuring we have high-quality program offerings

Our Formula for Impact Academic Success Job Readiness With Earning Potential Healthy Lifestyles Good Character and Community Engagement Camp Mendocino Spotlight The Club Experience: National Youth Outcomes Initiative (NYOI) Highlights The Parent/Caregiver Experience: Caregiver Survey Highlights

The Cost of Doing Business The State of BGCSF Fundraising Outlook for 2023 The Changing Landscape of Today’s Workforce Keeping Up with the Cost of Living Staff Tenures at BGCSF

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9 9 11 12 13 15 15 15 16 17

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Conclusion

Sources

Introduction Thank you for taking the time to review our 2023 Stakeholders Report. Boys & Girls Clubs of San Francisco (BGCSF) is pleased to share this report and future reports to stakeholders. The report conveys macro conditions facing youth, families, and our city as a whole, while also communicating results, strategies, and bold steps forward specific to BGCSF. BGCSF continues to believe wholeheartedly in its approach to youth development. While many things have shifted in our world over the past five years, our mission, our core belief, our core values, and our fundamental approach to youth development remain as important and valuable as ever. That said, we are forever adapting and enhancing the specific programs we deliver and how we engage youth in response to changing needs and interests. The Club provides high-quality programs and support services that allow our members to leave us at age 18 “ready for life.” By providing year-round K-12 services in neighborhoods where we are needed most, and focusing on four essential outcomes – Academic Success, Healthy Lifestyles, Job Readiness With Earning Potential, and Good Character & Community Engagement – we positively impact the lives and futures of Club members. We call this our Formula for Impact. In order to do this work to the best of our ability and achieve the greatest impact, we recognize the importance of understanding the context within which our youth are living and we are operating. There are many significant challenges facing San Francisco youth and families, including the rising cost of living, housing shortages, racial inequities and disparities, insufficient academic and mental health resources, and public safety concerns. The high cost of living in the Bay Area and significant inflation experienced across the country impacts our youth and families ability to get ahead, challenges our staff’s ability to do this work, and puts new burdens on our operating budget. Getting and keeping the best staff team continues to be a clearly-articulated priority of BGCSF. Youth leadership and youth voice are also important areas of youth development that we prioritize. We know that many of our youth are motivated by opportunities to lead in the Club, their community, and their school, and simply need opportunities, encouragement, and skill development. Youth voice occurs in many ways through our programming, including through public advocacy and self-expression through the arts. The Club’s emphasis on helping youth develop their leadership abilities and willingness to express their unique perspective through many mediums will continue to be a priority in our programming.

Challenges facing San Francisco: The COVID-19 pandemic exacerbated issues facing youth leading to lasting impacts In response to the ongoing narrative about quality of life issues in San Francisco, we believe it is important to clearly state that BGCSF holds a steadfast sense of optimism for San Francisco and is committed to doing its part to ensure a bright future for our city. We know that optimism isn't about turning a blind eye to problems; it's about having a willingness to see the good around you and the courage to address challenges head-on. Our optimism is grounded in over 130 years of experience serving San Francisco and is based on our own observations of the good things that are happening in our community. We are not naive to the fact that people, including our youth and families, are impacted by safety concerns, open drug use, unclean streets, closed businesses, and brazen crime. To address these issues and to revive downtown, government officials, businesses, nonprofits, academic institutions, philanthropists, families, and youth must come together, debate, and play a part in crafting solutions. At BGCSF, we are doing our part to shape the future of San Francisco positively. We are in the process of building a new Clubhouse in Sunnydale and are exploring the possibility of building a new Clubhouse in the Tenderloin. Both projects demonstrate our commitment to stepping up where kids and families need us most, tackling tough challenges, and always moving forward. We encourage serious people, companies, and institutions to step forward to do courageous things to ensure our city can once again be a great place to work and live, and a safe and positive place for kids to grow up. While no longer in the midst of the COVID pandemic, we cannot ignore the lingering negative impact the pandemic has had in many areas of a young person’s life, from academic success to mental and physical health to job and career readiness. Youth in San Francisco are no exception. This can be seen through declines in academic test scores, increases in mental health needs, and the overall difficulties youth report facing in developing socioemotional skills. While there has been slight progress since the immediate aftermath of the pandemic, there are still notable declines that are having ripple effects across all areas of life, and are impacting youths’ ability to succeed.

Access to Academic Supports and Resources San Francisco youth need access to more academic supports and resources outside of school to achieve academic success There are two factors we cannot ignore when discussing learning loss over the last few years: 1) the resources students have access to outside of school and 2) the impact of the pandemic. The quality of resources available to students outside the classroom has a measurable impact on their performance in school. When looking at standardized testing, we can see that students’ test scores can be predicted pretty accurately by looking at youths’ resources outside of school.1 Students’ academic performance has made it clear that academic supports are needed even more now than they were before the pandemic. Scores for state standard tests have decreased when comparing 2019 results to 2023 for SFUSD students in grades 3 11. For instance, in 2019 51% of students met or exceeded the state standards in math, while in 2023 this dropped to 46%. This five percentage-point drop constitutes a 9% decrease in students meeting the state standards in math since 2019.2 Figure 1. Ed Source, 20233

There also continues to be persisting racial inequalities in academic achievement. SFUSD standardized testing shows a demographic breakdown comparing four racial demographics: African American, Asian, Hispanic, and White. In both English and Math there is a large gap between the second highest scoring group, those who identify as Asian, and the third highest scoring group, those who identify as Hispanic. In both categories, students who identify as White have the highest scores and those who identify as African American have the lowest scores when compared to the other groups. 4

In English, there is almost a 40% gap between the second and third racial groups. This pattern is also showing up in Math, with an even greater gap at almost 50% between the second and third highest scoring group based on race.4 Figure 2. Ed Source, 20235

San Francisco’s most under-resourced neighborhoods are disproportionately made up of youth of color. Given the fact that having access to high-quality resources and supports impacts student achievement, it’s clear that under-resourced areas of San Francisco continue to be in critical need of more and deeper investment in high-quality academic services and support. Another challenge that schools across the state are facing is the decline in the number of teachers. In June 2023, Ed Source reported that “a seven-year increase in the number of new teacher credentials issued by the state ended last year with a 16% decline, exacerbating the state's ongoing teacher shortage.”6 This is particularly pronounced in San Francisco, where there were 145 vacant teaching positions reported as of September 2023. This is higher than many other large districts in California. Elk Grove Unified School District in Sacramento County, which serves about 3,000 more youth than SFUSD, had 37 vacancies at the start of the 2023-2024 school year.7 While there are many factors that contribute to this issue, this likely has been exacerbated by the negative spotlight San Francisco has found itself in and the high cost of living. Regardless of the reasons, this significantly impacts the support and resources for youth attending San Francisco's public schools and makes the need for external academic support that much greater. 5

Mental and Physical Health Challenges Mental and physical health are areas of increasing concern that are significantly impacting youths’ ability to succeed in life Given the severity of the COVID pandemic’s effect on youths’ mental and physical health, it's clear we still have a long road ahead of us. Children and teens’ mental health has been declining at an alarming rate, and the pre-existing trends were significantly exacerbated by the impacts of the pandemic. Notably, “63% of high school youth participating in the Summer Together YPAR survey reported that the pandemic had a negative effect on their mental health.”8 Youth in higher risk groups, such as those with impermanent housing and chaotic home lives, are at a higher risk of experiencing mental health crises and also have a higher risk of facing discrimination when seeking supportive services.9 In 2023, approximately 33% of teens in San Francisco were in need of mental health services.10 However, there are significant barriers to accessing support, such as high costs, lack of availability, complications with insurance, and negative stigmas of mental health. The National Alliance of Mental Illness (NAMI) conducted a survey that ranked common barriers to accessing mental health services faced by individuals from diverse communities. Participants ranked cost, stigma, and lack of culturally competent services as the most substantial barriers to care.11 Figure 3. NAMI, 201912

In addition to growing mental health challenges, more barriers to physical health emerged during the pandemic. One example of this was the lack of access to safe environments to engage in sports, fitness, and play. “The closures of schools, parks, and other recreation facilities due to COVID-19 also led to less physical activity and increased sedentary behaviors, amplifying risks of obesity and Type 2 Diabetes among young people.”13 While schools, parks, and facilities have since reopened and resumed services, not all of the momentum has been regained when it comes to youth participation and engagement. There is work to do to continue improving access to and engagement in high-quality sports and recreation for youth. Further, there is a strong correlation between physical activity and socioemotional wellbeing. “[Exercise and recreation] programs help participants positively connect with their peers and develop increased social awareness, self-esteem, and other social-emotional skills.”14 At BGCSF, we have seen a measurable decrease in youths’ ability to cope with challenges over time. In 2019, 31% of youth reported that when they have trouble doing something, they give up. In 2023, this increased to 39%. This trend correlates closely to the time period of the pandemic, and is likely to be a byproduct of the experiences during and since that time.

High Cost of Living and Raising a Family The cost of living and raising a family is prohibitively high for many SF families This cost of living and raising a family in San Francisco has been a relentless challenge for the city’s residents over the years. With the recent impacts of inflation and other economic factors, raising a family in this city has become increasingly difficult. This is particularly true for the families we serve. Almost 60% of BGCSF families report a household income of less than $55,000 per year. In comparison, in 2022 it was estimated that 30% of San Francisco households make less than $75,000 per year.15 These income levels are far below the self-sufficiency standard established by the University of Washington, which “defines the income working families need to meet a minimum yet adequate level, taking into account family composition, ages of children, and geographic differences in costs. The Standard is an affordability and living wage economic security measure that provides an alternative to the official poverty measure.”16 The self-sufficiency standard, updated in 2021, indicates that the income needed for a household with two adults, one school-aged child, and one preschooler is now $153K. Notably, the standard for this same household composition was $123K in 2018, an increase of $30K over three years.17 7

Figure 4. Self-Sufficiency Standard, 2021

In terms of costs for a San Francisco household with two adults, one school-age child and one preschooler, when “accounting for inflation, the cost of basic expenses rose by 19% between 2018 and 2021, with housing and childcare now taking up over half (53%) of a family’s monthly budget. Additionally, childcare costs skyrocketed between 2014 and 2021, increasing by 81% – the most drastic childcare cost hike in the Bay Area.”18 Additionally, health care costs increased by 36% from 2018 to 2021. When it comes to the specific costs associated with raising kids, we also know there is more nuance. Many factors go into the development of young people and it is much more than just the root cost of their food and shelter at play. National financial advisor, SmartAsset, did a cost analysis of raising children in metro areas across the U.S. in 2023 and the San Francisco - Oakland - Berkeley metro area was the Number 1 most expensive place to raise a child, with an annual cost of $35,647 a year. The top three most expensive categories that make up this figure are “Childcare, Food, and Housing” with health care, transportation, and other necessities rounding out the total. Most noticeably, childcare outweighs the other top two categories by more than $5,000. They state that across the board, “childcare is the largest cost of having a child, accounting for nearly 50% of the annual cost of raising a child, on average.”19

Figure 5. SmartAsset, 202320

Cost of Raising a Child in U.S. Metro Areas

These numbers, which reflect the minimum amount of coverage for safety and basic programming, are not factoring in any specialized lessons or activities. If families in San Francisco want to enrich their children’s lives and allow them to explore interests beyond school, the costs continue to rise. Even activities without expensive equipment required, such as writing courses, have high fees. One well-renowned center offering curriculum focused on elementary composition in San Francisco costs $259 a month with a $69 sign-up fee.21 Organizations that provide more niche courses can cost up to $600 per week for one summer session.22 Some tutoring and study-resource organizations charge over $150 a month on top of sign up fees.23 While these specialized services are also aiming to keep pace with the costs of operating in such an expensive region, it can be cost-prohibitive for families who need to access these services. Another extracurricular activity that can be extremely cost-prohibitive is attending overnight summer camps outside of San Francisco. Accessing these camps gives youth the opportunity to spend significant time in nature and away from screens, and allows them to be introduced to new activities and ways of living, learn important socioemotional and leadership skills, and bond with new friends. These opportunities can be transformative for youth, but they often come with a high price tag. Some of the multi-day overnight camps in the region cost several thousand dollars to attend.

Our Investment We continue to invest in affordable services for San Francisco's most under-resourced communities By operating in neighborhoods and communities that have the fewest resources, we make it easier for working families to access consistent and reliable care for their children during both the school year and summer. Our rolling registration processes and 9

the flexibility we offer allows families to access our services and programming in a way that works for them. Our rates continue to be affordable for our families, with the costs in 2023 ranging from $10-$100 for access to the majority of our Club’s afterschool programs and services for the full school year. The same cost structure was offered for full-day programming during our eight-week summer session. Additionally, financial assistance is available to families with the most need, ensuring that costs are not a barrier for our families who cannot afford the registration fees. Our Clubs are located in areas where there is the most need. We recognize the importance of meeting youth where they are, and we prioritize providing safe, supportive, high-quality services in those areas. As illustrated below, our 14 San Francisco locations are in areas with the highest need. Figure 6. BGCSF Club Locations, 2023 and Average Household Income, 202224

We are also deepening our investment by building a new Clubhouse in Sunnydale, a community with a high concentration of youth and families, and a place that has historically been one of San Francisco’s most under-resourced neighborhoods. Our new Club will open for the next school year and allow us to triple the number of youth we serve each day. In parallel, we are exploring the possibility of building a new Clubhouse in the Tenderloin. Both projects demonstrate our commitment to tackling tough challenges and stepping up where kids and families need us most. We are proud to be a trusted partner that youth and families can always depend upon, regardless of income level. The New Sunnydale Clubhouse BGCSF has had a Clubhouse in Sunnydale – San Francisco’s largest public housing site – for 33 years, consistently serving about 40 youth per day in maxed-out space. With our deep roots in the community, we have joined Mercy Housing, Wu Yee, the City of San Francisco, Related Builders, and others in community revitalization efforts. These efforts include the development of a new Clubhouse to serve 135 youth daily. This new Clubhouse will have connections to a playground, baseball field, gym, and pool. The Clubhouse will bring enhanced teen programs and services to the neighborhood and provide high-quality programming for youth ages six to 18. It is projected that nearly 3,000 low-income residents will enter into new housing in Sunnydale. We intend to serve the youth of the revitalized community, as well as youth from other areas of the Visitacion Valley community, at our new Clubhouse. This community has historically been under-resourced and under-invested in, resulting in various challenges the community has continued to grapple with, including around academic success, safety, employment, and mental and physical health. San Francisco’s median income is about $121K annually, while the estimated median income for Sunnydale households in the surrounding area of our current Clubhouse is $14K annually. Sunnydale represents a stark contrast to the rest of San Francisco. Figure 7. San Francisco vs. Sunnydale: Household and Crime Data25 San Francisco

Sunnydale*

Difference

% household with children under 20

13.7%

72.3%

5.3 x

% household in poverty

10.4%

48.7%

4.7 x

Violent crimes per 1,000 people

6.75

$121,826

$14,018

-8.6 x

Median household income

*Based on the community surrounding our Sunnydale Clubhouse

The new Sunnydale Boys & Girls Club is a critical part of the collective impact initiative known as HOPE SF. "As the nation’s first large-scale, explicitly anti-racist community development initiative, HOPE SF will center resident voice, build community wealth, and support healthy communities. We are developing vibrant, mixed-income communities at four public housing communities without mass displacement of original residents."26 The new 11,980 square-foot Clubhouse will be housed within the Community Hub run by Mercy Housing. The Hub is part of HOPE SF’s Neighborhood Transformation Plan for the 50-acre, 1700-unit Sunnydale public housing site and the surrounding Visitacion Valley neighborhood. In addition to the new housing units, the 30,000 square foot Community Hub will be the site for a Wu Yee Head Start, a community space, and the new Sunnydale Boys & Girls Club. Adjacent to the Hub will be a brand new 10,000 square foot Rec & Park facility with a full basketball court. Together, the gym and Hub will be the heart of the revitalized neighborhood, creating spaces where adults and children of different incomes, ethnicities, and cultures come together to learn, play, and grow. Exploring a New Tenderloin Clubhouse Our investment in local communities is also apparent in the Tenderloin neighborhood, where we are actively pursuing the expansion of our services through the building of a brand-new Clubhouse. The safety struggles and street conditions in the Tenderloin are well documented, and the challenges with drug use are in a particularly extreme state. As illustrated below, the Tenderloin far surpasses other neighborhoods in the number of drug-related crime incidents it experiences, reporting over double the number of drug crimes per 10,000 people than SoMA, the neighborhood with the second highest level of incidents. Figure 8. SF Standard, 202327

The neighborhood’s challenges with drug use and general safety, coupled with the fact that it is the most densely populated neighborhood for families in the City, makes the critical need for more high-quality services and opportunities undeniable. While other organizations or businesses might avoid the inherent challenges presented in this neighborhood, we recognize that children and families need us to expand and enhance our services at this time. We know that lasting change requires patience, resilience, and a long-term commitment; but it also requires a willingness to act boldly and decisively.

We serve the youth who need us the most Over 13% of our Club members report having diagnosed physical/mental-health conditions or challenges. We believe this underreports the actual levels of mental and physical challenges that youth at our Clubs face. BGCSF’s deepening investments in behavioral health services illustrate how we can help meet the unique needs of these youth. Over 90% of our Club members identify as youth of color, with approximately one-third identifying as Hispanic/Latino, 24% of youth identifying as Black or African American, and nearly 21% identifying as Asian. Given the pervasive and continuous racial disparities in education access, housing, mental health support, etc. – and with the most under-resourced areas being predominantly made up of families of color – it’s clear that we’re supporting the youth and families who need us the most. Figure 9. BGCSF Racial/Ethnic Identity, 2023

BGCSF understands and values the wide diversity of San Francisco’s residents, setting as a priority those populations that are most vulnerable and which often need unique support, including: ● Monolingual communities (Chinese/Cantonese, Spanish, Filipino, Vietnamese, Russian, etc.) ● Queer and LGBT families ● Transitional-age youth ● Youth with disabilities 8 ● Families experiencing or at risk of homelessness ● Families who live in public housing, Section 8 voucher holders, and Certificate of Preference holders ● Immigrants and undocumented families ● Displaced families with children ● Children of first responders ● Racial, ethnic, religious, and linguistic minorities As illustrated below, 62% percent of our Club members are students at SFUSD Public Schools and 23% are students attending public charter schools in San Francisco. With the challenges youth in San Francisco public schools are facing and the extra support needed, this also illustrates our focus on serving the youth who need us most. Figure 10. BGCSF School Type, 2023

We continue to prioritize customized services to address the specific needs of our members Behavioral Health Support In order to meet the growing behavioral health needs of youth in San Francisco, we have doubled the size of our Behavioral Health Services team, with each traditional Clubhouse having a dedicated behavioral health professional on staff to help Club members be ready to succeed. Behavioral Health Services staff offer no-cost professional therapy to youth throughout the year, providing individualized support to our members. The Behavioral Health Services team also supports Clubs to provide a wide range of trauma-informed programming. One example of this is the introduction of our Healing Arts Program for grieving youth. The Behavioral Health Services team introduces youth to artistic forms of self-expression and healing from grief, and youth are provided additional resources and connections to support. The genesis of this programming was centered in Diversity, Equity, Inclusion, and Belonging (DEIB). We are deliberately filling identified gaps in grief support for Black and Latino youth and their families. Culturally-relevant grief support includes “disenfranchised grief” – losses due to homicides, overdoses, or suicides as a result of poverty, racism, police brutality, civil injustices, incarceration, or substance abuse. These increased behavioral health services allow youth an opportunity to build and strengthen their socioemotional skills, which supports them in laying the foundation for success in other areas of their life.

Academic Support To address students' academic needs following the pandemic, BGCSF implemented an array of new, comprehensive interventions and supports, which included the following: ● The addition of seven new full-time Education Liaison positions to ensure that Clubs, schools, and families are all connecting about the academic needs that kids are presenting. Education Liaisons connect members with tailored academic resources. ● The addition of the Manager of College Success position, focused on supporting Club members’ transition into college and providing broader support and connection for BGCSF alumni. 15

● The development and implementation of the new “Club Scholars” program, which provides individualized academic coaching and case management for youth who need extra support. ● Increased investment in professional tutoring services, providing both in-person and virtual options with more bilingual instructors. ● Special attention and interventions for youth reading below grade level by means of a specialized program partner. ● Curriculum, supplies, and training for program staff to facilitate rigorous Science, Technology, Engineering, and Mathematics (STEM), as well as literacy enrichment programs at all sites. ● Increased access to scholarships for college tuition, applications, and test fees for Club members. These additions to our academic programming provide youth access to critical educational support outside of the school setting. These services help youth catch up and keep up in school, while also building their academic confidence, love of learning, and a strong foundation to support future academic success.

Support for Middle/High Schoolers & Transition Age Youth Another area we have identified as having additional needs is programming focused on enhanced support tailored to middle, high school, and transitional-age youth, particularly around career readiness and youth leadership. With the shifting landscape in the workforce, increased services and support in this area will equip more youth with the tools and skills needed to be successful beyond school. In order to address this need, we introduced the newly-formed Citywide Youth Leadership & Workforce Development discipline in the spring of 2022, reconstituting several important programs in a new structure. We also hired a full-time manager for the department in Fall 2023. In partnership with Club leadership, this team provides visioning, coaching, and resources to 19 direct-service Club staff across sites to achieve positive outcomes for our older youth. Some of the additional services we’re now offering include: ● The expansion of our Leaders In Training program to include middle school members interested in building career readiness skills. ● Spearheading a pre-placement training for all members participating in work-based learning opportunities, both within and outside of BGCSF. This

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additional training helps prepare youth for their job placements and elevates the quality of the work experiences for youth. A summer employment program, in which recent graduates are offered opportunities to come work at the Clubs, and are provided a support system in which to do so. The increased use of and collaboration with the newly formed College Success Program to connect with alumni and support members beyond their time at the Clubs. This will provide Club alumni more access to workforce development resources and staff support in navigating their future career pathway. BGCSF leadership participation in the Facilitating Career Development Institute (FCDI), a training cohort funded through the Department of Children, Youth and Families (DCYF) and led by Pathways Consultants. In addition to providing us with new resources and tools, this cohort enables us to build our network of youth workforce development organizations, creating both community-building and program/job referral opportunities for our high school members and recent graduates. The increasing inclusion of non-traditional career paths, as well as vocational and trade programs, in the introduction of opportunities available to members.

We are investing more resources into ensuring we have high-quality program offerings At BGCSF we have always placed importance on high-quality programming, as we know it’s a key ingredient in achieving the intended impact for our youth. We believe our programs and partnerships rival those in the private sector. As mentioned previously, many of the academic support and extracurricular programs available to San Franciscans operate on a pay-to-play model. Much of the programming around academic support, sports participation, arts, STEM, college prep, and tutoring are cost-prohibitive for the families we serve. We offer these programs as part of the flat rate Club membership, while still maintaining them at a high-quality level. At the same time, we want to keep getting better. We are making an organization-wide commitment to be more intentional in these efforts through the implementation of validated Continuous Quality Improvement processes. One such process is the Youth Program Quality Assessment (YPQA), in which assessment teams work together to observe programming, focusing on program quality, and ultimately determine what is going well and where improvement is needed. This, coupled with program participation,

feedback, and outcome data, helps us better understand our effectiveness and use the results to make real-time decisions and improvements. The prioritization of this work will not only allow us to get better at what we do, but will also help us understand where we need to invest more in supporting our staff through coaching and training. This year, we have doubled down on this priority by having two of our staff go through an extensive Methods training, which equips them with the ability to provide tailored coaching and training for others in a variety of high-quality programming practices. We are excited to see the ways these investments of time and resources will impact all areas of programming across BGCSF.

Our Formula for Impact BGCSF’s Formula for Impact describes the concrete steps we take to positively impact the youth we serve. This formula centers around providing the best possible outcome-driven Club experience to those who need us the most in four priority areas: Academic Success, Job Readiness with Earning Potential, Healthy Lifestyles, and Good Character and Community Engagement. Below we outline key participation and outcome highlights in these four priority areas during the 2022-23 program year.

Academic Success BGCSF provides programming, services, and resources to support academic skill-building and confidence to cultivate a life-long love of learning. BGCSF's education programs complement and reinforce what youth learn during the school day while creating experiences that invite them to fall in love with learning. Rooted in youth development best practices, our academic programming and services foster an environment where members are motivated to learn, progress grades on time, graduate high school, and leave us with a plan to succeed in life. The following goals help us achieve this vision: 1. Provide members with tailored support based on individual academic needs. 2. Connect members with relevant academic enrichment programming, services, and resources. 3. Cultivate a network of academic support for each member through collaboration with caregivers, teachers, external partners, and Club staff.

Participation and Outcome Highlights ❖ 2,903 members participated in academic enrichment programs or activities (116% of goal reached) As youth continued to adjust following the pandemic, BGCSF prioritized connecting youth with a variety of academic enrichment activities. Clubs were provided with an increased number of tutoring hours, additional STEM partnerships, and access to intensive reading support for more youth through the LearnUp tutoring program. The California Academy of Sciences and Techbridge Girls facilitated structured professional development workshops for Club Education Directors and other staff on delivering high-quality STEM programming. Additionally, BGCSF curated a program plan library that provided staff with a wealth of curriculum, activities, and materials for academic enrichment. ❖ 522 members received professional tutoring support (131% of goal reached) This past year we increased the ongoing, individual tutoring services offered. We again partnered with Air Tutors and Aspire, providing in-person and virtual options in multiple languages. We also continued a collaboration with LearnUp. Each youth who participated in LearnUp attended one-hour sessions four days per week, which resulted in youth increasing an average of 2.1 grade levels in reading in less than a year. ❖ Summer-Specific Programming: In addition to the services mentioned above, we offer robust summer academic programming to our members. Summer learning loss is a significant cause of students falling behind in school, particularly for those with less access to engage in enriching summer activities. By offering a wide array of academic enrichment programming, we provide an affordable option to youth who may not otherwise have those opportunities. In Summer 2023, we engaged: ❖ 1,710 youth in academic enrichment programs or activities ❖ 1,374 youth in literacy enrichment programs ❖ 825 youth in STEM enrichment programs ❖ 43 teens in College Prep workshops

Figure 11. BGCSF Academic Success, 2023

❖ Academic Success: As highlighted above, youth who participated in academic programming were more likely to report doing better in school because of BGCSF programming at the end of the year. Additionally, youth reported a higher level of resilience and persistence at the end of programming, showing a nine percentage-point and ten percentage-point increase, respectively. When calculating the percentage change, we see a 13% increase in both outcomes from the start to the end of the year. ❖ College Preparation: BGCSF's robust efforts to prepare members for college begins in 8th grade and includes individualized academic mentorship, college application and financial aid support, and free college tours for middle and high schoolers. The College Prep program yielded the following results: ❖ 97% of seniors who participated in College Prep are college bound. ❖ We linked our youth to more than $238,000 in college scholarships. ❖ 41 teens were provided with financial support to cover fees for 29 college applications, 4 Advanced Placement exams, and 8 high school applications

Job Readiness With Earning Potential We support our members to increase the skills, confidence, and resources needed to attain jobs as adults that are both fulfilling and financially sustainable. Through our Job Readiness programs, we build key assets in young people that can increase their chances of success and support their ability to be happy, healthy, and contributing members of their communities. To meet these goals, BGCSF introduced the Citywide Youth Leadership & Workforce Development (YLWD) Department in the spring of 2022. YLWD aims to ensure youth members are “ready for life by age 18” through innovative programming, mentorship, workforce development opportunities, and civic engagement. We established the following goals to achieve our vision: 1. Engage youth, grades 6 to 12, in programs and services that increase job readiness, build leadership skills, and foster strong connections with middle and high school services (MS/HS) staff. 2. Provide leadership, coaching, and resources to build the capacity and professional development of MS/HS staff. 3. Cultivate strategic community and workforce partnerships to provide members with unique, high-quality work and leadership experiences.

Participation and Outcome Highlights ❖ 446 teens participated in Career Exposure activities (149% of goal reached) With most COVID restrictions lifted in Fall 2022, BGCSF was able to create more opportunities to connect teens to a variety of career exposure events and activities, exceeding our goal. We’re excited to report that in Summer 2023, YLWD brought back the Summer Career Exposure Series for the first time since 2019. This series aims to provide teens with first-hand experiences in various workplaces and industries. Teens participated in career exposure events at Kilpatrick Law Offices, Discord, Royal Auto Group, United Airlines, and Twitch. ❖ 376 youth accessed multiple job and internship opportunities (119% of goal reached) The 2022-23 Program Year was our first full year without COVID restrictions, and we saw a significant increase in young people connected to jobs through BGCSF. We had 53 teens participate in the Club LIT Program, and 27 8th graders

participate in the Pre-LIT Program, for a total of 80 youth that were offered paid, meaningful work-based learning opportunities at various traditional and School-Based Clubs across SF. Our workforce partner programs, such as MYEEP and SFUSD, also provided more internship opportunities this year, which contributed to the rise in the number of connected teens. Figure 12. BGCSF Youth Workforce Development, 2023

❖ Youth Workforce Development: Club members who participated in Youth Workforce Development programming reported positive experiences with the program, including getting opportunities to explore different different types of careers. Additionally, at the end of the program, 9 out of 10 participants felt prepared to get a job or internship after high school. This illustrates the level of job readiness members feel after completing this program.

Healthy Lifestyles Healthy Lifestyles programming at BGCSF develops members’ capacity to engage in positive behaviors that nurture their well-being, set personal goals, and live successfully as self-sufficient and productive adults. BGCSF strives to meet the needs of San Francisco’s youth by creating healthy Clubhouse environments where healthy choices are encouraged and enabled by engaging youth in high-quality health education and physical activity programs (indoors and outdoors) and providing access to healthy food and health services. Our goal is to be the healthiest place for youth in San Francisco.

Participation and Outcome Highlights ❖ 70% of the Average Daily Attendance of K-8 members participated in physical activity regularly (108% of goal reached) The Citywide Sports, Fitness, and Play (SFP) offers programs to promote physical health by providing low-risk settings for members to explore moving their bodies and learning the fundamentals of organized sports. These playful experiences build movement skills, such as running and throwing, while providing youth with a safe space to practice team building and sportsmanship. Members develop positive attitudes toward physical activity to support a lifetime of healthy decisions. We were especially excited to start our first girls’ volleyball league in the spring of 2023, with 115 participants across five of our Clubs. ❖ 90% of youth reported making responsible choices, e.g., avoidance of risky behaviors (120% of goal reached) Each year, BGCSF surveys members through the National Youth Outcomes Initiative, which assesses youth outcomes in several categories. The “Healthy Lifestyles” section measures youths’ physical well-being by asking about exercise and nutrition. Youth responses include their healthy choices both in and out of the Clubhouse. We’re happy to report youth experienced increases in both domains compared to last year. ❖ 67% of youth reported the ability to cope and respond to stressors (89% of goal reached) We are confident that our increased investment in behavioral health services has positively impacted this outcome, but there is still more work to do to ensure youth are adequately equipped with socioemotional skills such as these. In addition to the investments mentioned above, the Behavioral Health Services team is also working to increase Clubs’ ability to facilitate effective decision-making curricula to support this need.

Figure 13. BGCSF Socioemotional Development, 2023

❖ Socioemotional development: While we saw a dip in results for certain

socioemotional skills, such as coping with challenges, we also saw high scores in others areas. For instance, across the organization, our members largely felt confident about being able to identify their own emotions and how they influence their actions. Additionally, empathy really stood out across the board as youth routinely reported thinking about others and helping when others are in need.

Good Character and Community Engagement BGCSF encourages members to practice making positive decisions and provides a safe space to learn and grow from their mistakes. Because we believe in young people’s power to create meaningful change and connections to and with their community, our programs are designed to help youth to become engaged citizens and to develop their leadership skills. The outcomes this area of work focuses on include youth demonstrating positive character traits (i.e., personal responsibility and self-esteem), cultivating concern for the community and others, leadership skills, and recognition (i.e., of self and others). Two cornerstone programs in this area of work are Keystone Club and Torch Club: 1. Keystone Club provides leadership development opportunities for young people ages 14 to 18. Youth participate in activities in three focus areas: academic success, career preparation, and community service. Each year Keystone Clubs participate in leadership development retreats and complete activities related to the national Keystone project.

2. Torch Club is a small-group character and leadership club for members ages 11 to 13. Torch Club is a powerful vehicle through which youth develop and strengthen their 21st century skills, giving them a firm foundation of good character and integrity. Torch Club members elect officers and work together to implement projects in the four focus areas: service to Club and community, education, health and fitness, and social recreation.

Participation and Outcome Highlights ❖ 296 youth planned and implemented a community service project (296% of goal

reached) Members of all ages across the organization actively participated in various youth-led community service projects. BGCSF identified monthly community service themes to increase service projects' engagement. Our Citywide team encouraged youth to design unique service projects at their Clubs that aligned with the monthly theme. Clubs could then enter into monthly competitions to win prizes. These friendly service competitions ignited excitement and increased participation among Club members. Some youth-designed service projects included Healing Arts in collaboration with the Behavioral Health Services team, MLK Day of Service, California Days of Advocacy, Black History Month, and Dia de Los Muertos. ❖ Keystone - Community & Belonging: 97% of Keystone participants felt a connection to their community and a sense of belonging ❖ Keystone - Socioemotional Skills: 93% of Keystone participants reported improvement in considering the needs and recognizing the worth of others, and listening effectively ❖ Torch Club - Socioemotional Skills: 98% of Torch Club members reported high levels of social awareness, empathy, and communication at the end of the program, indicating skills that build a foundation for leadership development

Camp Mendocino Spotlight Camp Mendocino is an outdoor education and environmental awareness program focused on the character and leadership development of kids from disadvantaged circumstances. Since 1931, Boys & Girls Clubs of San Francisco has been providing this creative, fun, and supportive camping experience for youth ages 25

seven to 17. We surround our kids with positive role models 24 hours a day to provide the love and encouragement they need to realize their full potential. Not only does Camp Mendocino provide youth with a great experience, many first time campers report never having been outside of San Francisco before their time at Camp. BGCSF works hard to raise awareness of Camp Mendocino in communities that wouldn’t traditionally have access to an experience like this. We also do everything we can to minimize youths’ barriers to attending. This includes significant sliding scale scholarships, as well as transportation to and from Camp. Camp Mendocino is largely a tech-free space, with minimal wifi access, which enables campers and staff to unplug and enjoy the outdoor experience. Camp also exposes youth to different and often new experiences, such as archery, biking, a ropes course and rock wall, and an overnight hike. Many campers arrive hesitant to try these activities and leave with a newfound sense of excitement and appreciation for all of the activities they had the chance to experience. Camp Mendocino also has a strong community of returning campers who continue to come back year after year. As younger campers begin returning as teens, they have the opportunity to become Leaders-in-Training (LITs) and Counselors-in-Training (CITs), roles that support them in developing leadership, job readiness, and other essential socioemotional and life skills. As opposed to paying to attend, LITs and CITs get paid a stipend for their time and efforts at Camp. Many campers also go on to transition to staff at age 18. In 2023, 31% of staff were former campers. This provides Camp leadership and veteran staff with a meaningful opportunity to continue supporting and mentoring youth beyond their time as campers. During 2022-23, 1,512 youth participated in activities at Camp Mendocino, including a special session for teens at the end of summer. During Summer 2023, 718 youth attended Camp Mendocino during seven summer sessions, with many youth attending sessions multiple times.

Figure 14. Camp Mendocino Experience, 2023

❖ Camp Experience: As highlighted above, campers overall felt welcome and listened to at Camp. This illustrates the inclusive and accepting environment Camp fosters. Younger campers also reported feeling a strong emphasis on respect, which aligns with our focus on ensuring incoming campers feel respected from Day One. Teens in particular mentioned feeling like an important part of the Camp community. This shows that beyond leadership and job readiness skills, the longevity of campers over multiple years and the LIT & CIT programs enable us to build a strong community for these older youth. Figure 15. Adult Support at Camp Mendocino, 2023

❖ Supportive Relationships: Campers across all ages overall reported feeling supported by staff. Not only do staff pay attention to campers, but 90% of campers also reported that staff check in with them if they’re down or upset. This speaks to the supportive environment that we aim to build for campers. ❖ Safety: Almost half of campers report feeling safer from bullying at Camp than at school, with a third of youth reporting they feel a lot safer at Camp. This is significant, as we aim to create both a physically and emotionally safe environment for youth.

The Club Experience: National Youth Outcomes Initiative (NYOI) Highlights National Youth Outcomes Initiative (NYOI) is a youth experience and outcomes survey that was designed and validated by Youth Development Strategies, Inc. – a national nonprofit research, evaluation, and technical assistance organization, in partnership with BGCA. NYOI is administered by Boys & Girls Clubs across the country each year. The survey asks youth questions about their Club experience, as well as questions in the areas of academic success, good character and citizenship, workforce readiness, healthy lifestyles, socioemotional development, and safety. This survey supports the ongoing evaluation of our effectiveness, and provides an opportunity for learning and improvement. The 2023 Club Experience outcomes are highlighted below. BGCSF is happy to report that emotional safety was the highest scoring measure, with 82% of members surveyed reporting they feel emotionally safe at their Club. Other positive results included the Clubs setting clear expectations for their members (78%), having strong and supportive adult connections (76%), feeling physically safe at the Clubs (73%), and having a fun experience (73%).

Figure 16. National Youth Outcomes Initiative (NYOI), 2023

Additionally, 72% of members surveyed reported feeling a sense of belonging at the Clubs, and 72% also reported having access to new opportunities. Seventy percent of surveyed members reported feeling staff encourage them at their Clubs. The areas in which we have the most room for improvement are in members feeling they have influence at their Club (64%) and members feeling strong connections with their peers (40%). Figure 17. NYOI Continued, 2023

As can be seen in the graphs, these trends align closely with trends seen across hundreds of Boys & Girls Clubs nationally. This national benchmark helps provide insight into the context in which we’re operating and informs how we can continue to improve the Club experience for our members moving forward.

The Parent/Caregiver Experience: Caregiver Survey Highlights In 2023, BGCSF also surveyed caregivers of members across all of our Clubs to better understand their experience. We heard back from 301 caregivers and gained some valuable insights. Significantly, 95% of respondents reported that the Club plays an important role in their family’s life. Additionally, 93% reported they can count on the Club if they need support and their child enjoys coming to the Club, and 91% reported their child feels safe and they (the caregiver) feel welcome at the Club. Figure 18. BGCSF Caregiver Experience, 2023

Caregivers also shared their perspective on the impact the Clubs are having on their children in areas such as academics, healthy lifestyles, and good character. Almost 9 in 10 respondents reported that the Club has helped prepare their child(ren) for the future. Over 80% of caregivers also reported a positive impact on their child’s physical activity, attitudes and behavior, and social skills. In other areas, such as academic success, 70-80% of caregivers reported the Clubs have a positive impact.

Figure 19. BGCSF Caregiver Impact, 2023

The survey also asked parents about their needs and interests, and the highest ranked areas are highlighted below. This type of feedback helps drive our future programming and ensure we continue to use caregivers’ perspectives to inform the programs we offer. Figure 20. BGCSF Caregiver Needs & Interests, 2023

The Cost of Doing Business The State of BGCSF Fundraising BGCSF had a strong fundraising year in 2023, thanks largely to growth in government funding. Fundraising from individuals, corporations, and foundations/organizations was solid but we struggled to achieve growth in the number of donors and revenue per category. Note: we did reclassify some funding from corporate foundations, moving it

from corporate giving to foundation giving. This makes year-to-year comparisons more complicated this year. Support from our individual major donors ($10,000 above for BGCSF) continued to be strong, which helped cover weakness at other individual donor levels. Like many organizations over the past few years, we saw a decline in base-level donors (< $1,000), as well as less engagement and attendance at our in-person events than before the pandemic. While we don’t know all the reasons behind the decline in support from base-level donors, we expect that the 9.1% peak inflation rate in June 2022 was a key reason for some donors (those with less discretionary income) and a significant reduction in the value of investment portfolios impacted others.28 We also know that some important donors relocated out of San Francisco, during and since the pandemic, while others are just less engaged and connected to the city due to remote or hybrid work schedules. With regards to corporate support, we definitely felt the effects of the downturn in the economy, especially those sectors hit hardest in San Francisco—commercial real estate, regional banks, and technology companies. This downturn in the economy caused unexpected losses or complete losses this year, most notably the loss of Twitter and First Republic Bank. Many companies, especially those in commercial real estate, reduced their annual gift this year, as they tightened their philanthropic budget. In the foundation space, we have been able to build strong relationships with some new foundations, in some cases securing multi-year and unrestricted grants over the past year. We are very grateful to these new funders. We do have concerns for the coming year, as we are finding that some foundations are tightening their belts or pausing on more significant giving, specifically those who are most sensitive to the asset value of their investment portfolio. It is important to note that there are many foundations that are private or are invitation-only, and therefore difficult to access without a direct connection. There may be excellent opportunities to work together with these foundations to achieve the outcomes that both organizations desire Our government funding continued to be strong in 2023, with our primary funder being the City of San Francisco, through the Department of Children, Youth, and their Families (DCYF). Additionally, we received multiple new local and state grants this year that have increased our revenue and had a positive impact on the youth we serve. Our strong support of the CA Alliance of Boys & Girls Clubs over the past four years has begun to pay off with more funding coming from Sacramento to local Boys & Girls Clubs.

Unfortunately, government grants add layers of complexity and more administrative work and we are needing to level up with staffing and systems to properly manage these grants. In March 2024, DCYF will announce the results of its five-year grant cycle (2024-2029). The result of DCYF’s funding decisions will have a big impact on our budget and strategic direction for these five years and beyond. Figure 21. BGCSF Historical Growth, 2023

BGCSF Historical Growth - Contributed Revenue Sources

Outlook for 2023 Nonprofits, including BGCSF, are bracing for a more challenging fundraising year. To address these challenges, we know that we need to put more focused time and effort into the stewardship and cultivation of our donors, building or rebuilding relationships with donors across all levels. We know that we need to focus on finding and keeping a wider pool of people who give small or medium-size gifts, and we need more people to attend our events in order to strengthen connections with them. To that end, we are exploring new events that have a lower ticket price in order to welcome more of our constituents. We will also continue to work on growing our list of partners in the corporate and foundation sectors to help mitigate the impact of budget reductions or losses due to the economic climate.

In 2024, BGCSF will be hiring a Director of Diversity, Equity, Inclusion, and Belonging. This new position will support BGCSF’s Board DEIB Committee and the staff DEIB Steering Committee. Both groups have important goals and we are excited to have a staff person dedicated to ensuring our advancement in this area. From Board recruitment to training of staff, Board, and other volunteers, to celebrating culture and identity, to analyzing trends in HR practices, to supporting Identity Formation programming, there is a lot of important work to be done. Progress in this area may open up new funding streams as well, as institutions regularly ask for work plans and benchmarks for success. We are also looking closely at our staffing structure to make sure we are appropriately deploying staff resources where the best opportunities exist. We recently hired a new Director of Advocacy and Government Relations and we are reorganizing our grant writing team for public and private grants. We want to ensure our fundraising staff are engaging outside our organization to make connections with donors and partnering organizations in order to move our work forward.

The Changing Landscape of Today’s Workforce Keeping Up with the Cost of Living While we have made concerted efforts to increase compensation over time, it has been hard to keep pace with the high cost of living in San Francisco. Our direct-service and Clubhouse-support staff remain below the self-sufficiency standard for one adult living in San Francisco. Directors and below are under the self-sufficiency standard for a household with one adult and one preschooler. In order to attract and retain talented staff who can afford living in the area, we are relooking at our salaries and hourly rates.

Figure 22. BGCSF Salaries, 2023 vs. Self Sufficiency Standard, 2021

Despite many companies offering hybrid and remote work options, BGCSF remains an in-person operation due to the nature of the work at Clubs. Even with our Clubs based squarely in San Francisco, almost 50% of our staff live outside of the city. Figure 23. BGCSF Staff Locations, 2023

We continue to see the challenges of high costs reflected when looking at our leadership’s housing situations. While fifty five percent of BGCSF’s Senior Leadership

team own their home (6 out of 11), just 18% (2 out of 11) own a home in San Francisco. When it comes to Club leaders, 33% (2 out of 6) own their home, with just one Club leader owning a home in San Francisco.

Staff Tenures at BGCSF Figure 24. BGCSF Staff Tenures, 2023

Despite the continued cost of living challenges and need to continue increasing staff compensation, we’re encouraged to see relatively high staff tenures across various roles at BGCSF. We developed targeted tenure goals to set expectations for how long staff stay in specific positions. These goals help us to think about where to invest resources and measure retention rates in a different way. Particularly notable is the average (mean) tenure of our Senior Management team, which is 13.6 years. This highlights our commitment to supporting internal growth into leadership roles, and also suggests high levels of job satisfaction. When it comes to Clubhouse/Site management and direct service staff, we are also meeting our tenure goals. However, when direct service staff tenure is calculated using the median instead of the mean, tenure drops to 15 months. This speaks to the sheer number of newer staff we have and illustrates the turnover we’ve witnessed over the past couple of years.

Conclusion BGCSF remains steadfast in our commitment, dedication, and approach to supporting and uplifting our youth. As part of this commitment, it’s critical that we recognize and understand the challenges youth and families in San Francisco face. From the high cost of living and housing shortages, to increasing mental and physical health challenges, to insufficient investments and public safety concerns, the amount of compounding issues 36

can be daunting. Despite this, we remain both passionate and hopeful about our ability to contribute to a positive future for our city. We don’t take this lightly – we know that in order to be successful, we must work hard to address the challenges our youth, families, and staff are facing, and ensure our solutions are intentionally embedded in our approach to the work. Thus, while we feel confident in our core “why” and “what” of this work, we also recognize the need to remain adaptable in the “how.” We are increasing our investment in San Francisco’s most under-resourced communities. Building the new Sunnydale Clubhouse enables us to bring more safe, high-quality programs and services to a neighborhood that has never had enough investment in children. The exploration of a potential new Tenderloin Clubhouse demonstrates that while some may be shying away from areas of the city facing the hardest problems, we are facing them head on. We have been doubling down on our investment in individualized mental and behavioral health support, as well as academic support. The increased one-on-one focus in these areas ensures our services can be customized to meet youth where they are. Additionally, our increasing support for older youth, including recent Club alumni, helps us support youth as they transition into adulthood and find themselves with less access to critical resources. Furthermore, we’re focusing on having a deeper impact by prioritizing high-quality programming. Using proven methods for continuous quality improvement, we’re being intentional about ensuring we’re offering meaningful programs at our Clubs. We recognize there is more work to do. From addressing staff vacancies and the impact this has on quality programming, to meeting the unique needs of all of our youth, more investments will be needed and new ways of operating, both on the service-delivery and administrative sides of the work, will need to be considered. We remain committed to continuous quality improvement across all areas to best meet our mission. We hope that many of you will stick with us for the coming years, partnering to give our city’s youth high-quality programs, meaningful experiences, and opportunities that prepare them for life, while helping revitalize our city to again be a great place to work, live, and grow up.

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