Boys Hope Girls Hope
ANNUAL REPORT
2013
Investing in
PEOPLE
Introduction
INVESTING in PEOPLE
Boys Hope Girls Hope, as an organization, understands the value of investing in people. It’s at the very core
of what we do.
Since our very inception, we’ve invested time, energy, money, and—perhaps most importantly—our belief
in their potential in thousands of young people across the United States and Latin America. And the results
speak for themselves.
Businesspeople, athletes, military officers, police officers and other first responders, teachers, social workers,
research scientists, healthcare professionals, attorneys, clergypeople, and others are hard at work serving
their communities—and empowered to do so—because of our investment in them and in their futures.
But we can’t make that investment without first investing in the people who care for our scholars.
It’s not enough to say that an organization’s strength is in its people. An organization such as ours IS its
people—a collection of people with diverse backgrounds, different talents, and various skills, educations,
aptitudes, and vocations—but all united by a common purpose and vision.
In order to best serve our scholars, Boys Hope Girls Hope embarked in 2013 on a new journey to reorganize
and streamline the organization. To assess the talents of those who have put their careers to the noble
purpose of helping others overcome their obstacles and achieve success. And to continue to find, recruit,
train, and retain the best possible people to continue our mission to our scholars.
ARTURO R. is someone in whom the Investment
in People is paying off.
A collegian from our Chicago Affiliate currently studying Urban
Planning at the University of Illinois-Champaign-Urbana, Arturo R. is
the first participant in a new Boys Hope Girls Hope initiative: the
International Service-Learning
Experience, a structured process
through which collegians intern, through
the International Office, at one of our
overseas locations. In 2014, Arturo will
journey to Esperanza Juvenil and Ser y
Crecer, our Guatemalan and Mexican
Affiliates, to teach English and help
implement the College Road, our
comprehensive college-prep curriculum.
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In this Annual Report, we invite you to learn
more about how Boys Hope Girls Hope is
investing in its people—the people
responsible for our facilitating scholars’ wellbeing, their achievements, and their eventual
success as men and women for others.
From the President and CEO
Dear friends and supporters of Boys Hope Girls Hope,
Before I had children, it always struck me strange that, before a flight, when the airline
personnel demonstrated what to do in the event of air loss in the cabin, you were supposed to
put your own mask on first… BEFORE you helped your children get their masks on. It seemed
counterintuitive, even selfish. Why would you look to your own safety before that of the
people who depend on you?
But now, I get it. You can’t take care of others until you’ve taken care of yourself. And if you
try, you’ll only meet with limited success. This is why, in 2013, we reinvested in our own
people and in their success to be better able to care for the young people entrusted to us.
I’m proud to lead Boys Hope Girls Hope for many reasons. I’m proud of what we’ve been able to accomplish in the
lives of the young people we’ve served. I’m proud that we’ve been a model in our field for long-term residential care.
I’m proud of the recognition we’ve received in recent years from the Elfenworks Foundation, the Hugh O’Brien Youth
Leadership Foundation, and the Educational Policy Institute, which in 2012 recognized us as one of the ten best
organizations in the United States at moving children of disadvantaged backgrounds from poverty through college.
I’m proud that even during the recession, we weren’t content merely to stay the course, but continued to grow,
improve our existing programs, and even create new ones.
Now that the economic outlook is improving, we can look to the people who make this possible, who constitute this
organization, to ensure that their talents are best utilized by the positions they have, and to give them the tools and
support they need to fulfill our mission.
In 2013, we embarked on an ambitious Human Capital Management project that will not only help us best utilize the
talent we now have, but will enable us to strengthen the organization from within and prepare it for future challenges.
This was—and is—an ongoing organization-wide initiative. Personnel from our International Board, our
International Office, and each of our Affiliates are all participating in a complex process of assessing all areas of
organizational performance, identifying those areas where we’re strong, fortifying the areas we need to strengthen,
and ensuring that our people have access to the training, resources, and support they need to continue to do the
exemplary job we’ve done for close to four decades.
We’re taking care of ourselves so that we can take care of our scholars.
It’s your generosity that allows us to keep refining Boys Hope Girls Hope. You
have my sincere gratitude for your vision of young people empowered to serve
their communities—and of an organization empowered to help them do so.
Paul Minorini, JD
President and CEO
Boys Hope Girls Hope
“A vision of young people empowered to serve their
communities—and an organization empowered to
help them do so.”
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Board of Directors 2013
Officers
Mike de Graffenried, Chair
Retired, Citigroup
Patrick Sly, Vice Chair
Executive Vice President, Emerson
International Board
Jorge Arce
President and CEO, Boys Hope Girls Hope
Business Consultant
David O. Danis, Secretary
Retired, The David Danis Law Firm
Mark P. Mantovani
President & CEO, Ansira Engagement Marketing
Presidente del Consejo y Director General
Deutsche Bank Mexico
Suzanne Mondello
Richard Axilrod
Patrick J. Moore
Managing Director, Moore Capital Management LP
President & CEO, PJM Advisors, LLC
Maureen Brown
Community Volunteer
Louis Carr
President, Broadcast Media Sales, BET Holdings, Inc.
Joseph P. Conran
Partner, Husch Blackwell
John W. Creamer
Retired Partner, Ernst & Young
Moir Donelson
President, Devro, Inc.
Peter J. Gabbe
COO/CFO Jump Apparel Group
Jerry M. Hunter
Partner, Bryan Cave
Gregg Kirchhoefer
Partner, Kirkland & Ellis
Joseph G. Koenig
President, World Wide Technology
Mark Lombardi, Ph.D.
Business Consultant
Jeanne C. Olivier
Partner, Shearman & Sterling
Thomas W. Santel
Former President & CEO, Anheuser-Busch International, Inc.
Dave Schmitt
Chief Executive Officer, The Armor Group, Inc.
Rev. Paul G. Sheridan, S.J.
Founder, Boys Hope Girls Hope
Rev. Walter T. Sidney, S.J.
President, DeSmet Jesuit High School
Gayle G. Stratmann
Retired VP/General Counsel, Energizer Holdings, Inc.
Michele Thornton
VP, TV Ad Sales, CentricTV
John C. Vatterott
Founder and Former President
Vatterott Educational Centers
Rev. Robert F. Weiss, S.J.
President, Maryville University
Delegate for Higher Education
Jesuits of the Missouri Province
Jack Malloy
Gerald L. Wolken
President, Arrow Box Company
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Paul A. Minorini, Ex Officio
John Wunderlich, Treasurer
Managing Partner, MLE Enterprises, Inc
The PROMISE
“He not busy being born is busy dying,” as a great American poet once wrote, and organizations, if they want to remain effective, relevant, and vital, must be constantly in a
process of continual revision and revitalization.
“It’s a major shift in our organizational thinking. It’s
a scientific analysis of how we fulfill our mission,
with an eye to making us even more effective, and
positioning us for long-term growth in all our cities.
Maximizing our human capital will let us concentrate
less on putting out fires and more on keeping them
from breaking out in the first place.”
—President and CEO Paul Minorini
In 2012, Boys Hope Girls Hope took a long look how we do
business, where we excel, and where we needed to improve.
Already having transitioned to data-driven models of
measuring impact and driving programming, as well as
incorporating new non-residential programming into our model, we were ready to look inward and explore how
better to utilize human capital and improve our internal structure.
We partnered with nonprofit consultancy Achieve Mission, which had already benefited other national nonprofits
including the Kresge Foundation, the Los Angeles Urban League, GreatSchools, and the Corporation for Supportive Housing.
AM’s Talent Initiative program, a six-month intensive analysis valued at over $100,000, was underwritten both by
Achieve Mission itself (which saw in Boys Hope Girls Hope an organization whose goals and mission deserved
their support) and by a gift from long-time Boys Hope Girls Hope supporters.
By the project’s end, the organization had identified eight long-term projects which would bring us greater stability and growth potential:
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A revamping of the Organizational hierarchy, with more clearly-delineated areas of responsibility and
authority;
A standing Human Capital Management team, comprised of International staff and International Board
members with expertise in organizational management and vested with oversight responsibilities;
Improved internal communication;
Succession and leadership transition management;
Leadership development at the (Affiliate) Executive Director and Program Director levels;
Retention planning for both Executive and Program Directors;
Implementation of a Balanced Scorecard reorganizing performance measurement into four general areas:
CUSTOMER (scholar care and performance); FINANCIAL; OPERATIONS; and LEARNING AND
GROWTH;
And implementing a network-wide Learning
Organization to develop cultural and systemic
practices that capitalize on reflection and the use
of data to encourage learning, drive decisions
and motivate changes.
The result was a three-year Human
Capital Management project that will
revolutionize not only on how the
organization maximizes its existing
talent, but how we find, train, and
retain personnel going forward.
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The GATHERING
In 2013, Boys Hope Girls Hope held its first pan-organization Leadership Conference since the economic
downturn of 2008—but the 2013 Leadership Conference was historic for greater reasons than being the first in five
years.
Generally held at our International Headquarters in St. Louis, the Leadership Conference has occasionally been
held in cities in dire straits to underscore our solidarity with our Affiliates there. Following Hurricane Katrina’s
devastation of the Gulf Coast region in 2005, we held our Leadership Conference in New Orleans. In 2013, after
news of Detroit’s bankruptcy, we decided to decamp for the Motor City in September.
Coming as it did during our year of revamping, reorganizing, and rejuvenation, the 2013 Leadership Conference
in Detroit was meant to be a special occasion, and it was. It was the broadest gathering in our history, featuring the
most inclusive group of Affiliate leadership ever, including Executive Directors, Program Directors, development,
administrative, and non-residential/Academy staff as well.
This broadly-defined group of the organization’s leadership gathered to discuss strategic leadership, share their
perspectives and experience, and learn not only from each other, but from the consultants of Achieve Mission and
three keynote speakers from the highest leadership levels of Detroit-area nonprofit and for-profit organizations:
LORNA UTLEY, President and CEO of Goodwill Industries of Detroit, DAVID O. EGNER, President and CEO of
the Hudson-Webber Foundation, and BILL MORAN of Plante-Moran.
Additionally, however, the 2013 Leadership Conference also served as a chance to bring Affiliate staff into the
planning processes and strategic deployment of the three-year Human Capital Management project underway at
the International Office level.
“It was probably the most extensive cross-section of our entire organization in our history,” says Tom Casey, then
Director of Human Resources (now Vice-President for Affiliate Success). “And it was a necessary step for us. Our
Affiliate personnel at every level are our foot-soldiers—they’re the ones who actually transform the sentiment of
our mission into concrete results. It’s crucial to get not only their view, but their participation. If we’re talking
about transforming Boys Hope Girls Hope at every level, we need to include the people who will be charged with
doing it, and we did.”
ASHLEY BEVERLY is a perfect example of how an investment in people can pay off.
Ashley first came to Boys Hope Girls Hope at the age of twelve as a scholar. After graduating
from St. Louis University with a degree in Sociology and African-American Studies, she returned to the program as a Community Resource Coordinator with the Federal AmeriCorps
program. While getting her Masters in Social Work from the University of Maryland, she
served as a Residential Counselor in our Baltimore Affiliate’s Girls Home. In 2013, she returned to Boys Hope Girls Hope of Cincinnati as Program Director.
An attendee of our 2013 Leadership Conference, Ashley says, “It’s exciting to think about
how we’re changing things all across the spectrum. It was very validating to be at the Conference, and talk to people who are all having the same struggles and the same experiences—
the people who are doing the same work you’re doing.
“It’s exciting to think about the steps Boys Hope Girls Hope is taking to empower everyone—staff as well as scholars. It’s innovative—not every organization is doing it.”
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The FUTURE
2013 was only the first year of an envisioned three-year process of transforming Boys Hope Girls Hope’s internal
structure and operations. In that year, a permanent Human Capital Management committee was added to the International Board of Directors; the International Office’s structure was reorganized along clearer lines of reporting and
authority; and volunteer members at both the International Office and Affiliate levels were charged with carrying
out the project’s goals.
By now, new vehicles for internal communications have been launched, with avenues for two-way communication
from the International Office to Affiliates and vice-versa; metrics for measuring the efficacy of the project have been
put in place and executed; and the long-term vision for a more stable, more effective, and more vital organization is
well-underway.
By the end of the process, Boys Hope Girls
Hope will be a more effective organization
with a greater capacity for attracting, retaining, and maximizing the best talent in the
field.
“I remember that our founder, Father Paul
[Sheridan], used to say, ‘It’s all for the boys, don’t
worry, it’s all for the boys’ whenever he ran up
against a challenge in our earliest days.
Throughout the process, one simple goal remains topmost in everyone’s mind.
It’s still a good mantra to have.
“What we keep foremost in our minds at all
times is that this is for the sake of the kids in
our programs,” says Tom Casey. “That’s what
drove this process from its earliest stages. Are
we serving our scholars most effectively? Are
we positioning ourselves to be able to work
with more young people in the future? How
can we keep growing and improving?
As we go through the process of strengthening the
internal structure of the organization, as we move
toward more effective models of working with young
people, fundraising, administration, and National and
Affiliate leadership, we keep saying, ‘It’s all for the
boys and girls. It’s all for their sake.’”
—TOM CASEY, Vice President for Affiliate Success
“You can’t answer any of those questions
affirmatively until you have an organization
that’s functioning at its highest capacity, and
that’s what this is all about: maximizing the human resources we have, making sure they’re working to their capacity, and giving them room to grow in their positions.”
“We’ve got a terrific track record at doing what we do,” adds Paul Minorini. “The lives of our alumni are testament
to that. The statistics bear out the efficacy of our approach. But we can always do more, we can always do better. If
we ever think we’ve gotten to a place where we’re doing well enough, then that’s a danger sign. Now that we’ve got
the capacity and the outside help to do it, it’s time to strengthen ourselves from within, by investing in ourselves,
and making sure that our people have the tools, the training, the support, and the structure to empower the young
people in our care.”
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Boys Hope Girls Hope
At A Glance 2013
In 2013, Boys Hope Girls Hope empowered over 658 young people in the United States alone...
251 scholars served in our residential programs...
225 scholars served in our non-residential (Academy) programs...
182 Collegians...
...in 30 homes in 15 U.S. metropolitan
areas across the United States.
Gender Breakdown 2013
53% male
47% female
Ethnic Composition of Boys Hope Girls Hope scholars
2013
2013 Economic Demographics
In 2013, nearly 100% of our scholars came
from families at our near the Federal poverty
line.
*In 2013, the Federal Government’s cutoff line was $23,550/family
of four.
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African American
Hispanic
Caucasian
Asian
Bi-Racial
Other
60%
24%
5%
5%
5%
5%
Boys Hope Girls Hope’s GLOBAL
REACH
In 2013, Boys Hope Girls Hope served 168 young people throughout Latin America.
In LIMA,
PERU
In GUATEMALA
23
CITY, GUATEMALA
In MONTERREY,
MEXICO
125
20
168
96 scholars in residence
46 scholars in non-residential programs
26 collegians
168
MILESTONE MOMENT
In 2013, Esperanza Juvenil, our Guatemalan Affiliate,
celebrated its first college graduate. Last fall, RODOLFO
G. graduated from Universidad Rafael Landivar with a
degree in Business Administration. In his own words:
“I come from a place that is full of gangs and problems,
where one has to fight daily to survive. In November,
2003, I started my new life. That’s what I
call the time when I arrived at Esperanza
Juvenil… I want to thank the people who
have supported me unconditionally so
that I could reach my goals and who
have been by my side when I needed
them. From my heart, I am so proud to
be part of Esperanza Juvenil, which has
given my values that have made me who
I am.”
Rodolfo remains involved with Esperanza
Juvenil, tutoring and working with current
scholars.
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Financial Statements
2013
ASSETS
Cash and Cash Equivalents
Grants Receivable
Investments
Dues from Affiliates
Pledges Receivable
Retirement Plan Assets
Property/Equipment
Other Assets
Restricted (endowment) Assets
TOTAL ASSETS
2013
2012
116,107
24,635
4,647,461
465,096
96,230
246,637
703,998
4,928
8,343,044
14,648,136
85,090
60,999
4,388,556
439,717
144,232
217,481
635,194
4,928
8,343,044
14,319,240
285,344
10,000
182,765
100,000
135,571
56,727
45,000
815,407
327,646
81,165
158,063
53,752
75,000
695,626
1,182,754
4,306,931
8,343,044
13,832,729
1,080,766
4,199,804
8,343,044
13,623,614
14,648,136
14,319,240
LIABILITIES AND NET
ASSETS
LIABILITIES
Accounts Payable and Accrued Expenses
Due to Affiliates
Retirement Plan Liabilities
Refundable Advance
Capital Lease Obligations
Notes Payable
Bonds Payable
TOTAL LIABILITIES
NET ASSETS
Unrestricted
Temporarily Restricted
Permanently Restricted
TOTAL NET ASSETS
TOTAL LIABILITY AND
NET ASSETS
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Boys Hope Girls Hope
FINANCIAL INFORMATION 2013
Statement of Activities
Public Support and Revenues
Contributions
Government Grants
Support from Local Affiliates
Investment Income (loss)
Other Income
TOTAL SUPPORT/REVENUE
2013
1.316,675
68,581
335,620
1,277,773
21,894
2012
876,731
212,269
335,421
(502,298)
31,428
3,020,543
953,551
2,366,514
2,298,412
390,860
42,500
433,360
440,627
73,468
514,095
TOTAL EXPENSES
2,799,874
2,812,507
Increase (decrease) in net assets
from operations
Loss from Involuntary Conversions
Increase (decrease) in net assets
Net Assets—beginning of year
Net Assets—end of year
220,669
(11,554)
209,115
13,623,614
13,832,729
(1,858,956)
EXPENSES
Program Services
Supporting Activities
Management/General
Fundraising
Total Supporting Activities
(1,858,956)
15,482,570
13,623,614
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2013
Investing in PEOPLE
Boys Hope Girls Hope
www.boyshopegirlshope.org