Uniting Two Tennessee Clubs Along I-75
(The following story was originally published March 11, 2024 on “Behind the Blue Door,” BGCAs online platform for over 60,000 Club professionals throughout the movement. Written by Emme Raus, Senior Writer & Editor for BGCA.)
| Boys & Girls Clubs of the Ocoee Region (Cleveland, Tennessee) Back in 2017, two Tennessee Club organizations off Interstate 75 had similar goals – one wanted to branch out, the other wanted to boost engagement. Learn how a strategic alliance became the ultimate solution for Boys & Girls Clubs of the Ocoee Region. |
In 2017, Boys & Girls Clubs of the Ocoee Region – located in and around Cleveland, TN, about 30 miles northeast of Chattanooga – was itching to reach more neighboring counties. Meanwhile, another Club organization serving Monroe County, TN, was experiencing a drop in community engagement following a a series of challenges, including a critical change in leadership.
That’s when the idea hit: what if these Clubs joined forces in a strategic alliance?
Filling Two Needs with One Deed
At first glance, a strategic alliance seemed like a natural fit. Both Club organizations were located off Interstate 75. The Cleveland organization had deep roots in the community, with a strong reputation, ample resources and experienced staff who could provide training and guidance to their colleagues. And the Monroe organization was seeking ways to enhance the impact of its six Clubs scattered across a vast rural county.
Although the perks of teaming up were clear, both organizations were aware of the potential pitfalls. Fortunately, Todd Farrell – the board president of the Cleveland Club organization – had professional experience with mergers. He knew how important it was for the two organizations to build trust and connection, starting with reframing the partnership from a “merger” to a “strategic alliance”.
“To the Club organization that’s being absorbed, a merger can feel like a hostile takeover, which is the last thing anyone wants. It’s essential to establish genuine trust between the two sides, and that takes time.”
Derrick Kinsey, CEO, Boys & Girls Clubs of the Ocoee Region
Preparing for a Partnership: Boosting Community & Staff Morale
Over the next year, Farrell, Kinsey and the Cleveland organization board worked closely with the Monroe organization’s leadership, making sure voices on both sides were heard. A simple agreement was signed to protect privacy and offer either side the right to opt out at any time, for any reason.
Soon after, a new site in nearby Meigs County, TN, served as a bridge between the two organizations. Farrell also proposed that a full-time 18-month transition leader be selected from the Monroe County team, who would oversee logistics for the organizational alignment. The position would manage everything, from budgeting to marketing to signage. “Best decision we ever made,” Kinsey said.
Still, the transition was not without challenges. The Monroe Club organization’s board had been feeling overwhelmed and community leaders were cautious of outside involvement. Additionally, hiring new Club leaders had been challenging due to the limited labor pool in the area and the absence of local college campuses to recruit from.
“There was a lot of uneasiness, especially among the staff. We met with them first in groups, then in one-on-ones. We asked the high performers to work with those who needed guidance and arranged for both organizations to start training together. It was important to start building a positive workplace culture and to establish the best systems in which we could operate. We asked them to think big – to dream together. And they did.”
Derrick Kinsey, CEO, Boys & Girls Clubs of the Ocoee Region
To recruit and retain quality staff, salaries were increased with some part-timers promoted to full-time status. Job descriptions were rewritten, and roles were reimagined. New technology was also put to use, enhancing staff efficiency and improving the Club Experience for youth.
The strategic alliance also led to stronger financial stability. An organization-wide staff resource development team was created and began meeting weekly to align on goals. As the donor network expanded, revenue increased in both counties, with the Monroe County organization benefiting from two new fundraising events: a Bronco Raffle and a Hot-Air Balloon Festival.
Where We Are Now: Record-Hitting Growth & Engagement
Today, Boys & Girls Clubs of the Ocoee Region manages 16 Club sites, a camp and a workforce readiness site known as YouthForce. The combined organization boasts 3,200 members and an average daily attendance of approximately 1,050, greatly exceeding their 2017 goal of just over 600.
“We have waiting lists at most of our sites, and the Monroe County units have increased in average daily attendance by 15% each year for the past three years,” said Kinsey.
Staff work seamlessly across the organization, with Club directors periodically transferring between counties, and cross-Club training continuing to take place. Now, every January, all board and staff members come together for a strategic priorities meeting that puts everything on the table, from staffing and fundraising to organizational structure.
“We’ve created our own values together and established a strong and lasting culture. In the end, growth leads to growth and success leads to success. Everybody wants to be part of something successful.”
Derrick Kinsey, CEO, Boys & Girls Clubs of the Ocoee Region
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