Boys & Girls Clubs of Greater Milwaukee

Nonprofit profile at a glance

EIN
390806292
IRS 990 coverage
2010–2024
Official website data refreshed
Sep 2026
Forms available
Form 990 2024, Form 990-T 2024
Location
Milwaukee, WI, USA
Phone
414-267-8138
Rating
80
Verdict
STRONG
Rating confidence
Moderate
Sector
Human Services

Official website

Reported finances

Revenue
$34,144,459
Expenses
$30,862,034
Assets
$77,992,222
Liabilities
$2,010,241

Source: IRS Form 990. Selected filing: tax year 2024. Amounts in USD.

Leadership & pay

63 people listed

Executive titles in this filing

  • KATHY THORNTON-BIAS THRU 53124 (CEO/PRESIDENT)
  • JEFFREY SNELL (PRESIDENT AND CEO)
  • SARAH RESCH (EXECUTIVE DIRECTOR OF CAMP)

Highest reported compensation

  • KATHY THORNTON-BIAS THRU 53124 (CEO/PRESIDENT): $461,185 total reported compensation
  • MARTA KWIATKOWSKI (CFO/VP OF FINANCE & IT): $274,934 total reported compensation
  • JEFFREY SNELL (PRESIDENT AND CEO): $243,140 total reported compensation

Source: IRS Form 990. Selected filing: tax year 2024. Names and roles reflect this filing, not necessarily current officeholders.

Overview

Mission

To enable all young people, especially those who need us most, to reach their full potential as productive, caring, responsible citizens.

What it reported doing in 2024

Club members receive programming in five core areas: essential skills which includes social emotional development, academic success, character and leadership, health and wellbeing, and life and workforce development. Each area is driven by research from boys & girls clubs of america and the department of public instruction in order to provide our club members with the optimal club experience.essential skills (social emotional development): social-emotional development refers to how young people's experiences at a boys & girls club help them build essential skills related to how they see themselves, interact with others, manage their emotions and solve problems. Building social-emotional skills facilitates young people's character development and lays a necessary foundation for skill building in other key outcome areas. At bgcgm. We think of social-emotional skills as a precursor that young people need to optimize their learning and help them develop other important skills. The term "social-emotional learning" is widely used in the education and youth development fields. We prefer the term "social-emotional development" for its precision and clarity. Because these terms have varied connotations in different communities and among the public, however, our programming move social-emotional skills as "essential skills" to help ensure an accurate, common understanding of how clubs help youth develop in this crucial area. Someof the most impactful skills youth learn in a club are social-emotional skills.these skills are critical in everyday life and help an individual communicate effectively, work with others, and develop coping mechanisms to face challenging situations[i]. With these skills, youth are able to manage their emotions, build meaningful relationships with others, and navigate social environments and interpersonal dynamics[ii].social-emotional skills also serve as protective factorsagainst negative outcomes and are the nucleus ofsustained engagement and positive behaviors in academics and college readiness, arts and creativity, work readiness, healthy decision-making, emotional wellness, and youth leadership.every moment at the club is an opportunity to help youth build strong relationships with themselves and others, but increased intentionality around social-emotional development increases the impact of the club experience. Essential skills are built in our youth through evidence based and informed curriculums as well as our work with community partners.academic success: academic success has long been a priority outcome of bgcgm because high school graduation continues to be a critical milestone on the path toward greater success and well-being in adulthood. Youth who graduate from high school are more likely to achieve better financial, social and health outcomes for themselves, make greater contributions to the u.s. Economy through increased employment opportunities and spending, and incur fewer health care and judicial costs. In addition, youth program quality has been directly linked to academic outcomes. While many variables influence a young person's likelihood of graduating from high school, two critical areas of focus for boys & girls clubs are a love of learning and engagement with education. When youth love to learn and feel truly engaged in their own education, they are more likely to experience academic success. Our goal is to not only ensure that youth will graduate from high school and be able to engage with academic content, but also to create opportunities for youth to fall in love with learning and connect their passions to a plan for the future. Bgcgm's marvan scholars program provides academic support after school at the clubs through the implementation of literacy and math curriculum that support learning and advancement toward development a love and appreciation for reading as well as developing skills in both literacy and math. The program provides support and enrichment in the arts and science, te

Operating model

Revenue model
Mixed. Its operating money came from several sources; no one source provided a clear majority.
Distribution model
Direct operator. The filing allocates 94% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.
  • Includes noncash contributions: Reported contributions include donated property or goods.

The verdict

STRONG - A large share of available resources goes toward mission work and the filed numbers largely add up. The filing reports few safeguards for money sent abroad and some filing-based governance responses are negative or unanswered.

Rating breakdown

  • Financial Efficiency: 74
  • Transparency & Controls: 77
  • Accountability: 95
  • Sustainability: 65
  • Growth: 100

Detailed rating inputs

Financial Efficiency

  • Mission deployment rate: 77.3%; rating input score 77
  • Program expense ratio: 74.5%; rating input score 74
  • Fundraising efficiency: $23.15 raised per $1 spent on fundraising; rating input score 60; 60th percentile among comparable filings

Transparency & Controls

  • Consistency checks: 100%; rating input score 100; 62nd percentile among comparable filings
  • Pay-setting controls: 5 of 6 controls in place; rating input score 83
    • Compensation committee: Pass
    • Independent consultant: Missing
    • Other Form 990s reviewed: Pass
    • Written employment contract: Pass
    • Compensation survey or study: Pass
    • Board or committee approval: Pass
  • Foreign activity oversight: Scored; rating input score 0
  • Grant itemization coverage: 100%; rating input score 100; 72nd percentile among comparable filings
  • Major donor itemization: Yes; rating input score 100
  • Related-party transparency: Limited

Accountability

  • Independent voting board: 100%; rating input score 100; 66th percentile among comparable filings
  • Governance controls: 8 of 9 controls in place; rating input score 89
    • Conflict-of-interest policy: Pass
    • Whistleblower policy: Pass
    • Document-retention policy: Pass
    • CEO compensation review process: Pass
    • Other executive compensation review process: Fail
    • Form 990 shared with the board: Pass
    • Board meeting minutes documented: Pass
    • Audit committee oversight: Pass
    • Independent financial-statement audit: Pass

Sustainability

  • Operating margin: 9.6%; rating input score 66; 66th percentile among comparable filings
  • Total-asset coverage ratio: 2.53; rating input score 70; 70th percentile among comparable filings
  • Liabilities to assets ratio: 0.03; rating input score 88; 88th percentile among comparable filings
  • Officer compensation ratio: 8.1%; rating input score 29; 29th percentile among comparable filings

Growth

  • Program expense growth: 2% per year; rating input score 100; 20th percentile among comparable filings
  • Revenue growth: 3.6% per year; rating input score 100; 31st percentile among comparable filings
  • Asset growth: 2.7% per year; rating input score 100; 21st percentile among comparable filings

Details

  • What they do: 6 programs and campaigns described on the official site · 2 operating locations identified
  • Where the money goes: 77.3% of revenue deployed · 74.5% of spending went to programs
  • Governance: 51 of 51 board members independent · 8 of 9 filing controls reported
  • Programs: 1 filed program accomplishment · $23M in reported program spending
  • Leadership: top reported pay $461K · 63 people listed · 5 of 6 pay-setting controls reported
  • Highest-paid contractors: 5 contractors listed · $7.3M reported
  • Consistency: 39 of 39 current checks pass
  • Schedules: 9 filed schedules · includes major donors, foreign activity, grants, and executive pay
  • Filing history: 14 filing years from 2010 to 2024
  • Contacts: How to reach this organization
  • Money network: 13 filed money-flow records
  • Related organizations: 1 filed related-organization link
  • Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
  • People: Everyone the filings name, and which of them the filings identify by more than a name.
  • Staff and benefit plans: Retirement and health plans the organization files with the Department of Labor, and the people in them.

Key Signals

Signals prioritize questions for review. They are not findings of misconduct.

  • High — Transparency & Controls: Foreign activity oversight scored 0/100.
  • Review — Accountability: Governance controls: Other executive compensation review process not reported.
  • High — Sustainability: Officer compensation ratio scored 29/100.