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Boys and Girls Club of Assabet Valley Inc.

 212 Great Road
 Maynard, MA 01754
[P] (978) 461-2871
[F] (978) 461-2871
Wendy Allegrone-Leslie
 Printable Profile (Summary / Full)
EIN 23-7105393

LAST UPDATED: 02/10/2015
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No


Mission StatementMORE »

The Mission of the Boys & Girls Club of Assabet Valley is to promote the growth of young people in our community by empowering them to become productive, caring, responsible citizens.

Mission Statement

The Mission of the Boys & Girls Club of Assabet Valley is to promote the growth of young people in our community by empowering them to become productive, caring, responsible citizens.

FinancialsMORE »

Fiscal Year Jan 01, 2013 to Dec 31, 2013
Projected Income $489,132.00
Projected Expense $485,070.00

ProgramsMORE »

  • "Beyond the Bell" After School Programs
  • Counselor in Training Programs
  • The Club C.A.I.R.S

Revenue vs. Expense ($000s)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Expense Breakdown 2009 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Mission Statement

The Mission of the Boys & Girls Club of Assabet Valley is to promote the growth of young people in our community by empowering them to become productive, caring, responsible citizens.

Background Statement

The Boys & Girls Club of Assabet Valley, Inc. has been serving children in the Maynard, Stow, Concord, Acton and Sudbury, Massachusetts area for almost 40 years. Since 1971, we have been providing a place for young people to develop their educational, social, recreational and cultural abilities. The Club has adapted its programs to meet the ever-changing needs of the children, teenagers, and families in its community. Currently, the Boys & Girls Club of Assabet Valley operates a 10,000 square foot full-service facility in downtown Maynard. We annually serve over 1,000 young people across our communities. Positioning our organization to plan for future growth and sustain the current operations will be a key to continued long-term success.

Impact Statement


1.   Over the past year, we have increased membership by over 33% and are reaching more at-risk youth than ever before. 

2.   Despite these challenging economic times and cuts in state funding, we have been able to increase revenue by 25% through grants, fundraising and special events.

3.   This increase in funding has allowed us to better serve our Club members, and we have been able to increase staff- hiring one additional full-time and 5 additional part time staff. 

4.   We have also been fortunate enough to hire a Recreational Therapist to help us implement an adaptive recreation program in coordination with the town of Maynard’s SEPAC, Special Education Parent Advisory Council.

5.   With the increase in youth with special needs attending the Club, we recognized the need for training and education and spearheaded a series of workshops and trainings in collaboration with the Maynard Public Schools and PTO's dealing with bullying prevention through social skills development.  


1.   Increase club membership and the number of at-risk youth we serve.

2. Increase our number of donors and donor/community awareness of our Club's programs.
3.   Due to the recent swell in membership and average daily attendance, our after school program is reaching capacity and we would like to assemble a facility action team to conduct a feasibility study on our current building, while seeking out other potential options.  
4. Update much of our technology to help our members complete the ever increasing amount of homework requiring the use of technology and  better prepare them for a globalized 21st century workforce.

5.   Attract more teen members by creating a satellite location which can function as a teen “Internet Café”, supervised by Club staff.

Needs Statement

1.  Create and sustain a stable financial foundation to meet current and future needs of our Club and community. 

2.  To better meet the needs of our increased female members, hire a full-time Girls Director. The approximate cost for this is $35,000.

3.   To better serve the increased number of members with special needs, hire a full-time Inclusion Specialist. The approximate cost for this is $38,000-$45,000.

4.   Replace the Club’s roof and exterior doors, which have not been replaced since the building’s construction in 1971. The approximate cost for this is $50,000-$60,000. 

5.   Ensure the Club’s existing facility is clean, well-maintained and suitable for offering programs of the highest quality for our kids, while seeking out potential options for a new facility.

CEO Statement

Over the past several years, the Boys and Girls Club has made great strides seen tremendous growth. In the three years since I’ve been Executive Director, our Club membership has increased by over 300%.  Our community has a great need and my passion is to fill that need. While maintaining an emphasis on recreation and athletics, our Club has greatly increased our focus on building those intangibles in children that are so important to a child’s development.  We know that not all children have a positive environment at home; excel at school; have self-confidence; are strong athletes; or have the social skills needed to develop quality relationships with their peers.  At our Club our goal is to provide the opportunity for these children, as well as all others, to build the necessary skills to help them overcome these potential obstacles to a happy and productive childhood.  That is why we offer athletics- not just for the athletes that excel- but for all.  This includes adaptive recreation for those Club members that need the added support.  We partner with local high schools and provide tutoring and homework help at no charge to those members that struggle academically. Our staff is also very well trained in social skills coaching, conflict resolution and bullying prevention- three areas whose importance cannot be stressed enough, yet are often overlooked.

I drive home this point constantly to my staff: that many of our members may be coming from school in which they struggle academically or behaviorally, and at the end of the day they may be going home to a home environment may be less than ideal.  But in the several hours that that child is in our building they need to feel loved, respected and be provided with the opportunities where they can develop self-confidence, social skills, a sense of responsibility, and a sense of belonging.
Wendy Allegrone-Leslie
Executive Director
Boys & Girls Club of Assabet Valley 

Board Chair Statement


Geographic Area Served


The Boys & Girls Club of Assabet Valley encompasses the small towns of Maynard, Stow, Concord, Acton, Sudbury and Bolton and has actively sought to enrich the lives of youth whom other agencies have had difficulty reaching. The Club is the only full time youth organization in the area and has been at the forefront of youth development, working with young people from disadvantaged, economic, social and family situations. 

Organization Categories

  1. Youth Development - Boys and Girls Clubs (Combined)
  2. Youth Development - Youth Development Programs
  3. Youth Development - Youth Development Programs

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)



"Beyond the Bell" After School Programs

Our “Beyond the Bell” programs- which take place during the critical after-school hours of 2:00-8:00- are based on a youth development strategy that builds self-confidence and self-esteem.  They also foster a sense a belonging, competence, usefulness and influence.  The target population for the “Beyond the Bell” program is all boys & girls ages 5-18 years with a specific emphasis on ensuring access to our youth from low to moderate income families."Beyond the Bell” focuses on the following program elements: Homework Power Hour, 
Club Tech,  The Art Experience, Big Friends and The Club C.A.I.R.S. Programs.
In addition to the elements of our “Beyond the Bell” programs outlined in this proposal, every member is offered the following programs: Sports leagues, Social Recreational activities (pool, table tennis, foosball, etc.), Gym games and activities, Prevention Programs,  and Leadership and Volunteer opportunities.


Budget  $253,853
Category  Youth Development, General/Other Youth Development, General/Other
Population Served At-Risk Populations K-12 (5-19 years) Children and Youth (0 - 19 years)
Program Short-Term Success 

This year, the Boys & Girls Club of Assabet Valley expects to achieve the following outcomes through our “Beyond the Bell” programming.

  • Meet or exceed target participation rate (a minimum of 3 days per week)
  • Increase the number of hours per day members participate in physical activities
  • Help children develop greater confidence in their academic abilities
  • Increase the variety and frequency of our technology-related offerings
  • Reinforce the knowledge and skills youth learn in school by integrating fun, educational activities throughout Club programs
  • Improve members self- esteem & confidence
  • Encourage members to contribute to the community through service and volunteerism once a month
  • Provide the opportunity for our members to participate in educational and career development activities designed to give young people the sense they can do something well and develop confidence that will hopefully carry over into all aspects of their lives. 
Program Long-Term Success 
An independent survey conducted by Louis Harris & Associates determined that: "alumni view their experiences with Clubs as highly positive, critical to their successes, and for many essential to their survival"
Please consider the following statistics:
57% of alumni surveyed said "the Club really saved my life."
65% said the Club was critical in helping them learn right from wrong.
67% said the Club helped them avoid difficulty with the law.
62% said they became more committed to their education because of the Club.
28% said without the Club they would have dropped out of high school.
Program Success Monitored By 

Several components will be considered in the evaluation of our after school programs. Quantitatively, we will measure success by the increased number of youths served by our programs. We will track the increase in each program, as well as the total number of youth participation. Due to our recent growth- we have almost doubled our members in the last two years- we have been focusing more on the tracking of our current members. We have installed an Efforts to Outcomes measurement/ performance management system that will allow us to effectively track and report on all Programs.

Qualitatively, we will conduct pre and post surveys to document members’ experiences while involved in these programs. Questions will cover such topics as: overall interest in the programs, suggestions for improvement, skills gained, and social benefits of the program (self-esteem, relationships developed, etc.)  Surveys will be complied and we will use the information to build on and enhance our programs.
Examples of Program Success 
Alice started the school year often saying she had very little homework or was able to get it all done in school.  One of the benefits of having such a positive and open relationship with the school system is that they will contact us if one of our members is struggling academically. In early October we received a call saying Alice was not doing homework and her grades were slipping.  After meeting with Alice and her mother we were able to set up a weekly progress report with her school and explain the benefits of being an active participant in our Homework Power Hour. Alice soon realized that if she did her homework enough throughout each month, she would get to participate in the monthly pizza party. By November, Alice got to have her first pizza party.   
In the last few months, I have seen major changes in Alice.  Not only have her grades improved, but her overall behavior and attitude has changed. As a fifth grader, Alice is now a motivator and role mole for the younger girls. 

Counselor in Training Programs

The Boys & Girls Club of Assabet Valley’s Counselor in Training programs are designed for those members who are 12-18 and are interested in becoming leaders. This program teaches leadership, conflict resolution, child development, and group dynamics that can create a successful Boys & Girls of Assabet Valley employee and, more importantly, instill these essential values in children regardless of whether they choose to work for the club.  Successful completion of this program and positive evaluation could lead to an invitation the following season as an intern or potentially a paid staff member. 

Budget  $55,000
Category  Youth Development, General/Other Youth Leadership
Population Served Adolescents Only (13-19 years) At-Risk Populations
Program Short-Term Success 
Our CIT Programs achieve the following statistics:
65% have a more positive attitude towards life.   
90% enjoy being a mentor to younger kids.    
65% are more accountable for their actions.         
85% have said the knowledge and experience gained helped them get their first job.
65% demonstrate leadership qualities.
Program Long-Term Success 
This year, the Boys & Girls Club of Assabet Valley expects to achieve the following successes through our CIT programming:
  • Members will contribute to the community through service and volunteerism once a month.
  • Members will gain a sense of confidence by being role models to the younger members.  
  •  Members will develop increased knowledge about alcohol, drugs and human development.
  • Members will participate in educational and career development activities designed to give young people the sense they can do something well and have individual worth.
Program Success Monitored By  Each Counselor in Training (CIT) experiences a full interview process both written and in-person.  Part of the application is a written aspect in which applicants answer questions regarding their intentions and what they seek to accomplish through our CIT program.  Response to these questions gives insight into their ability to express themselves and what they look to accomplish by being a CIT.  The personal interview allows us to gain a perspective regarding where the individual will fit in.  Some kids are outgoing and great for leading sports, some are artistic and great with assisting with art projects, and some are quiet and can spend individual time with the club members.  Each CIT is an individual and we find a special spot for them all.  Following the summer program some of our CIT, based on their summer performance, are then hired for our after school program.
Examples of Program Success 
Chris had been coming to the Club since age six.  He was always a wonderful kid but did have behavior issues.  His father was not around and mother worked long hours so the Club became a 2nd home to Chris.  
When he finally became old enough, Chris applied and was accepted into our CIT program and was thrilled.  The added sense of responsibility changed Chris immensely.  Gone were his behavior issues and instead he was now practicing on the younger members the same techniques of deescalation and bullying prevention that had been instilled in him by our staff so often over the years. 
Chris's life may have been quite different without the support of the Club. Chris became one of our best CIT's. His enthusiasm, patience and willingness to help the younger children made us extremely proud to witness this dramatic transformation.  He is now in high school and still volunteers at the Club- a prime role-model and a major success story.

The Club C.A.I.R.S

The Club CAIRS, (Children, Adaptive, Inclusion, Recreation, Services) is a division of the Boys & Girls Club of Assabet Valley that's dedicated to giving children with varying abilities the opportunity to access recreational activities regardless of skill level. The CAIRS program takes place after school and focuses on the specific needs of those youth who have physical and developmental disabilities. We offer a wide variety of programming which is essential in serving a population that may not feel comfortable participating in the traditional, structured after school setting. 

The CAIRS programs are based on the Inclusion Model. This model helps those with physical and developmental disabilities to participate in recreation programs with with the rest of our Club members, with the appropriate support to facilitate success. One of the only programs in the area serving every member of all abilities, it's an extension of our current annual membership and no additional fees are required.  

Budget  $72,500
Category  Youth Development, General/Other Youth Development, General/Other
Population Served Children and Youth (0 - 19 years) At-Risk Populations K-12 (5-19 years)
Program Short-Term Success 

As we continue to incorporate more inclusion and adaptive programming, we are seeing both an increase in members with special needs and an increased willingness of these members to try new activities without the anxiety that can often develop with the introduction to new activities. The transition between activities with our daily schedule is much smoother. Our members are learning how to tell us when they need assistance when feeling overwhelmed or anxious. Our staff is also continuing to learn how to best communicate with these children and become social coaches. We are using different techniques to teach these individual children how to become strong, independent members of society.

   Our organization's involvement in inclusion programming in our community will give children and their families the ability to participate in activities that would otherwise not be available. These programs will be offered at low or no costs in order to increase our impact on the community.


Program Long-Term Success 

Our Club CAIRS program is included within our after-school program, which runs Monday through Friday from 2 to 6 pm, and is available for children of all abilities between the ages of 5 and 18. The program will not only benefit those youth with physical or developmental disabilities but will help all our Club members learn very important life lessons. The importance of these years in the child's development cannot be understated.  Skills that can be difficult to instill, such as tolerance, empathy, and kindness are all reinforced through our CAIRS program.

In addition, we expect to achieve the following goals through our Club CAIRS programming:

  • Help children gain confidence in their athletic abilities
  • Reinforce the knowledge and skills youth learn in school by integrating fun, educational activities throughout the CAIRS programs
  • Improve members self-esteem & confidence
  • Institute Social Coaching into all our programs
  • Adapt all Club programs to meet the needs of the whole community
Program Success Monitored By 
The effectiveness of our CAIRS program is assessed through the increased number of youth served along with behavior changes with members and staff. There should be a more relaxed, comforting environment with members feeling good about themselves and less likely to act out, who will continue to model and coach appropriate behaviors and coping techniques.  We will also be in constant communication with the parents and encourage feedback and continue to coordinate with the local Special Eduction Advisory Council.  The BGCAV's staff is being trained in social coaching to help all children. As described all children will go through social challenges, and we are working with all our members. We also want to emphasize that this includes the members with special needs to be integrated into the social realm of the Club. Whether it's a child who feels they are being picked on, or unable to make friends, or has anxiety, we want to create an environment that all feel welcome and have a good time.


Examples of Program Success 
George is an 11 year old boy with Asperger's Syndrome who started coming to the Club about a year ago.  George's mother was very apprehensive about having him attend, due to his anxiety and behavioral issues, though she realized that the Club would be a good way for George to overcome some of his anxieties and develop better social skills.  At first, George was hesitant to do anything other than participate in our Club Tech programs and was often defiant to our staff. I reached out to numerous organizations and this began our ongoing effort to provide the necessary training for our staff and, ultimately the community, to learn as much about how Asperger's and similar disorders affect children. 
George has seen major improvements in behavior and his willingness to participate. These results are not atypical.  Word spreads fast in a small town and our Club is now serving more youth with various disabilities than ever before and could not be happier doing so.

CEO/Executive Director/Board Comments

The Boys and Girls Club of Assabet Valley experienced significant change over the last two years. The Club’s membership has grown by over 33% in the last year alone, we hired one additional full-time staff and five part-time staff, we were able to start an adaptive recreation program and hire a Recreational Therapist. The growth the Club experienced has presented a number of challenges, which if managed appropriately with the right resources will create the foundation for our future growth.

The Boys & Girls Club of Assabet Valley is truly becoming a "community" center with all boys & girls can attend a caring, affordable, engaging, safe place.  With our recent increase in membership, we are seeing more and more children at the Club that have special needs. Often these children are coming to us from schools where they have aides and adaptive physical education programs. We have a great staff and we pride ourselves on our hard-work and dedication. Yet despite our efforts, I feel the needs of many of our members with special needs can, at times, be better met. This is through no fault of our staff but is due to a lack of funding for the numerous trainings, supplies and extra, specialized staff that is available to help those that may need the extra time and materials.

Our membership base and the diversity of our members are expanding. We need to be cognizant of these trends and proactively address the needs of our members.  As we diversify our programing beyond the traditional home work hour and sports based activities we need to find qualified resources to run the Club’s new programing. We are expanding our female focused programing and are hoping to hire a full-time Girls Director this year. We hired a Recreational Therapist who will be rolling adapting programs for all youth to participate in.  We continue to experience growth in members with special needs. We sponsored a series of community workshops and trainings focused on bullying prevention and social skills development. We will continue to be a leader in the community for promoting inclusiveness and offering program that promotes positive social development.

Wendy Allegrone-Leslie
Executive Director


CEO/Executive Director Mrs. Wendy S Allegrone-Leslie
CEO Term Start Sept 2010
CEO Email
CEO Experience
Wendy graduated from Wheaton College in 2001 with an Economics Degree. Soon after, she began working part time at The Boys & Girls Club of Assabet Valley as a Girls Director.  After realizing that this was something she wanted to pursue as her career, she moved to a full time Program Director position, which she held for 5 years.  Wendy loved her job at the Club, but knew it was time to move on professionally and was hired as the Director of Recreation in Brewster, MA.   In the three years, Wendy held this position, she increased program offerings by 200%, funded and spearheaded the construction of the first "Quick Start" tennis courts in New England, and raised revenue by 55% each year. 
In 2010, Wendy was offered the Executive Director position at the Boys & Girls Club of Assabet Valley. She took the position knowing that, due to increased costs and cuts in funding, the Club was on the verge of closing.   Wendy was determined to get the Club back to its once strong financial state.  From 2010 to 2011, Wendy raised revenue at the Club 75%, tripled Club membership, hired an additional full time staff and 5 part time staff, partnered with the Maynard Recreation Department and collborated with numerous local organizations and businesses to bring incredible programming to the Club. 
Since 2011, Wendy has continued to raise revenue by 25% each year, while at the same time, increasing the number and range of quality programs offered by the Club.  Whether it is researching and writing grants, fine-tuning the summer program, or serving as the pitcher in a game of kickball while filling in for a sick employee, Wendy's dedication, passion and love for children have had an enormous impact on both the Club and the community.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
John Mason Sept 2001 Apr

Senior Staff

Name Title Experience/Biography
Patrick Bishop Youth Service Director

Pat started with our Club at the age of 6. During his member years he was Youth of the Year, an honor awarded to a youth that exemplifies what the club stands for, dedication, respect, commitment and service.  At 15 he became a counselor and for the past five years he has led our activities as our Youth Services Dirctor. Through his experience, Pat has grown and become an excellent role model with an enthusiastic and positive attitude. His skills, leadership and dedication to the Club have helped increase membership by 40%. Pat has the rare ability to mentor and lead. He shows how successful a Boys & Girls Club member can be.


Award Awarding Organization Year
-- -- --


Affiliation Year
Boys and Girls Clubs of America --
Member of state association of nonprofits? Yes
Name of state association Massachusetts State Alliance

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


Maynard Public Schools
Maynard's SEPAC
Town of Maynard
Maynard Family Association
Stow Recreation Department
Big Brothers Big Sisters
Acton Housing Authority
First Connections 
Warm Hearts of Stow 

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 4
Number of Part Time Staff 20
Number of Volunteers 100
Number of Contract Staff 10
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 2
Caucasian: 20
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 10
Male: 14
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? No
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures No
Nondiscrimination Policy No
Whistle Blower Policy Yes
Document Destruction Policy No
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency N/A N/A
Non Management Formal Evaluation and Frequency Yes Quarterly


Board Chair Mr. James Fairweather
Board Chair Company Affiliation Vidyo, Inc.
Board Chair Term Jan 2012 - Jan 2014
Board Co-Chair Fred Astrauskas
Board Co-Chair Company Affiliation AnchoWatch Capital Advisors, LLC
Board Co-Chair Term Jan 2012 - Jan 2014

Board Members

Name Company Affiliations Status
Laura Booth Retired Voting
Garnet Glover Ricoh Business Solutions Voting
Michelle Lavers Kadient, Inc Voting
Tom Lent Lurie, Lent, Krupp LLP Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Dr. Robert Gerardi Superintendent of of Maynard Public Schools NonVoting

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 8
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 2
Male: 7
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits --
Board Meeting Attendance % 90%
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees


CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Expense Breakdown 2009 (%)

Fiscal Year Jan 01, 2013 to Dec 31, 2013
Projected Income $489,132.00
Projected Expense $485,070.00
Form 990s

2011 990

2010 990

2009 990

Audit Documents

2011 Audit

2010 Review

2009 Review

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2011 2010 2009
Total Revenue $348,129 $197,607 $154,814
Total Expenses $257,370 $206,297 $215,199

Prior Three Years Revenue Sources

Fiscal Year 2011 2010 2009
Foundation and
Corporation Contributions
$160,794 $115,903 $73,059
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $38,884 $8,037 $900
Indirect Public Support -- -- --
Earned Revenue $108,259 $45,367 $52,587
Investment Income, Net of Losses $61 $33 $165
Membership Dues $8,536 $3,218 $3,190
Special Events $31,595 $25,049 $24,913
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2011 2010 2009
Program Expense $195,854 $167,466 $167,759
Administration Expense $44,134 $29,077 $35,239
Fundraising Expense $17,382 $9,754 $12,201
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.35 0.96 0.72
Program Expense/Total Expenses 76% 81% 78%
Fundraising Expense/Contributed Revenue 8% 7% 12%

Prior Three Years Assets and Liabilities

Fiscal Year 2011 2010 2009
Total Assets $272,859 $189,267 $200,170
Current Assets $116,230 $31,052 $33,547
Long-Term Liabilities $0 $0 $0
Current Liabilities $10,118 $17,285 $19,498
Total Net Assets $262,741 $171,982 $180,672

Prior Three Years Top Three Funding Sources

Fiscal Year 2011 2010 2009
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line No
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2011 2010 2009
Current Ratio: Current Assets/Current Liabilities 11.49 1.80 1.72

Long Term Solvency

Fiscal Year 2011 2010 2009
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

Two years ago the Club was in a downward financial spiral, decreased state funding and cut backs from corporate and individual sponsors impacted the Club significantly. We were able to stabilize the Club’s financial footing and found new resources to help fund our programs. During this time we also set out to improve our existing programing and to develop new programs that addressed the needs of the communities we serve.  The success that these new and revamped programs brought reversed a trend of decreasing membership and today the Club serves more youth from more communities than it has in its 25 plus years of operation.  However, growth brings certain pains that we are now experiencing.

We are at or near capacity in our existing building for our after school programing. We are currently exploring options to move to a new building over the next three to five years. Short-term we are working with the Town of Maynard and the other towns we serve to host satellite locations where we can offer after school programing and reduce the headcount at our main building.  Our current building is not ideal to support the programing we are developing. As we explore opportunities for a new facility, we will be able to design a building that will allow us to support our current programs and future programs that we will offer to the community.

Our operating budget has doubled as a result of our growth from $350,000 in 2011 to $489,000 in 2013. This has put additional pressure on our Board and Executive Director to find new sources of funding. Last year we undertook our first coordinated search for new corporate sponsors.  This allowed us to introduce the Club to the corporate community in our area and we were able to form new partnerships.  Given the lessons learned during the economic downturn, we need to maintain the urgency to develop new relationships and nurture our existing relationships. We actively promote and provide opportunities for the companies we partner with to become active at the Club. We encourage service days at the Club so that sponsors can experience firsthand the Club in action. Our efforts to establish personal connections to the Club for our corporate sponsors will encourage long-term recurring support for the Club.
Fred Astrauskas, President/Tresurer, Board of Directors

Foundation Comments

Financial summary data in charts and graphs are per the organization's reviewed financials (2009 & 2010) & audited financials (2011).


Other Documents

No Other Documents currently available.


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?


2. What are your strategies for making this happen?


3. What are your organization’s capabilities for doing this?


4. How will your organization know if you are making progress?


5. What have and haven’t you accomplished so far?