Lessons learned from the merger of the biggest boys and girls clubs to date | Column

Tampa Bay has always been home to bold leaders who prioritize people over politics and purpose. That spirit influenced what became the merger of the biggest boys and girls clubs in American history, and that happened here. The story of how we integrated provides a blueprint for others who are ready to think bigger.

In 2023 we gathered the Boys & Girls Clubs of Suncoast and Boys & Girls Clubs of Tampa Bay and created what is now known as the Boys & Girls Clubs of Greater Tampa Bay. This reflects not only geography, but also new commitments to greater measures of Tampa Bay and Beading, greater opportunities and greater impact.

Today, our organization is one of Florida’s largest youth-mediated nonprofits and is the country’s third largest Boys & Girls Club affiliate. We operate 65 club locations, serve over 3,000 youths every day, and reach over 24,000 youths each year through a targeted outreach program. All of this is supported by a $26 million budget and a unified mission-driven team.

But this wasn’t just a matter of scale. It was a matter of strategy.

This merger succeeded in places where others stumbled, as we prioritized what mattered most.

As a board and executive leader, we have made three core commitments from day one.

1. Mission on the ego

This wasn’t about grass or titles. It was about serving more young people in a deeper and more sustainable way. We refused to let brand loyalty or legacy pride get in the way of our impact. Our guidance questions were simple. What can be useful to the children and families who rely on us?

2. Transparency to integrity

We didn’t pretend to have all the answers, but we were honest in every step of the way with staff, boards, donors, partners and most importantly, with the families we serve. That transparency has earned us the trust we need to move forward together.

3. Culture before structure

Before the organization’s heartbeat, too many mergers focus on the organizational chart. We reversed it. We built trust among our staff teams, promoted community and honored the clear legacy of both organizations. Its cultural integration enabled operational integrity and became permanent.

What we built wasn’t just a larger organization. It’s better.

Increased efficiency while increasing access. We have deepened staff development, expanded program reach, and built stronger, more agile infrastructure. Most importantly, the donors have gone further and demonstrated that they would power the system instead of silos.

We believe this model can inspire others across Florida’s nonprofit sector. We are already talking to US leaders who view this as a template for bold and sustainable growth in youth services.

With over 90,000 registered nonprofits in Florida, there’s an incredible amount of work done every day. However, there is also the increase in duplication, fragmentation and competition due to limited resources. Families in crisis don’t need any more logos. We need unified strategic support.

If we want to build an organization of last and true size, we must be willing to think differently.

Funders need to reward not only short-term output, but also integrity and long-term vision. The board needs to lead with courage, not control. Non-profit CEOs should be willing to go outside their comfort zone, even if the road ahead is not yet paved.

The merger was bold. It was complicated. And it’s not without its challenges. But that’s absolutely right, and the community we serve is strong for it.

We look ahead and we are not resting on this success. We invest in grade level reading, university and career preparation, mental health support and leadership development. We are growing deeper and smarter, not only bigger.

And we want this to be the cry of the rally.

If you are a leader considering a merger, don’t be stopped by fear.

If you’re a donor looking for shocking investment, think long-term back organization.

If you are an executive, challenge your organization, evolve and become part of what comes next.

Because when nonprofits merge with courage and clarity, it’s not subtraction. There’s not even an addition.

It’s multiplication.

Freddie Williams is the president and CEO of the Boys and Girls Club in Greater Tampa Bay and past national chair of the American Boys and Girls Club of America’s Professional Association.

Elizabeth Constantine is the chairman of the board of directors of the Boys and Girls Club in Suncoast and serves as state counsel advisor for Florida’s 6th Judicial Circuit.

Edwin Narain is the chairman of former Florida representative Tampa Bay’s Boys & Girls Clubs and is AT&T’s vice president of external and legislative affairs.