Boys & Girls Clubs Of Puerto Rico: Transforming The Outcomes Of Puerto Rico’s Youth

“We started with nothing. We were able to put a system together in relatively short period of time. We built a culture of measuring, planning and strategy—plus leadership.”

In Puerto Rico, 57% of the island’s 1 million youth live below the poverty line while high school dropout rates and childhood obesity soar.

The Boys and Girls Clubs of Puerto Rico (BGCPR) strives to offer young people the hope of a better future and opportunities to develop their full potential despite those harsh realities.

With an economic downturn and internal struggles, less than 10 years ago, BGCPR was in the midst of its own crisis that nearly shuttered its doors.

From Crisis To Rebirth

In 2004, BGCPR could hardly make payroll. CEO Jose Campos and President Eduardo Carrera began to restructure BGCPR. After stabilizing the organization, leaders adopted the Balanced Scorecard system to manage strategy.

Becoming a strategy-focused organization represented a wholesale transformation. In addition to adopting a full-scale scorecard, BGCPR implemented quarterly strategy reviews along with a performance measurement program.

A New Era, New Challenges

The strategy management program helped BGCPR establish managerial discipline and promote cultural change, but the organization’s rapid growth to 11 facilities brought growing complexity.

The organization needed a more robust, agile performance management system that better integrated different types of data in real-time.

In 2012, BGCPR adopted ClearPoint. The system was easy to configure, and implementation was “very quick,” according to Carrera. ClearPoint is easier to work on, and easy to train people to use, he adds. It has also simplified report creation.

Bold Achievements Fuel Bolder Aspirations

BGCPR has come a long way. Apart from reaching more kids and improving the quality of services, BGCPR’s revitalized management and culture have also led to a raft of bold new programs and services.

Today, participant daily attendance rates, satisfaction levels, and other engagement rates far exceed regional and national averages. BGCPR’s was even invited to present to a White House Task Force in February 2014.

Carrera and his leadership team have high hopes for BGCPR. “Things don’t always turn out how you plan…but they could be even better than planned, as long as we look out for opportunities and attack the challenges.”