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Mission Statement
Our mission is to create and support mentoring relationships that ignite the power and promise of youth.
Background Statement
Big Brothers Big Sisters is the nation’s largest and oldest mentoring organization. Since 1904, we have operated under the belief that inherent in every child is incredible potential. Our mentoring model was created on the premise of youth equity and empowerment, designed to meet kids where they are at and empower them with the skills to transform their lives and their communities. We create professionally-supported mentoring connections between volunteers (Bigs) and youth (Littles), ages 6 through young adulthood (24), that provide a direct, measurable, and lasting impact on their lives. With a mentor, youth are able to build the emotional intelligence and social capital necessary to achieve educational milestones, pursue a plan for their future, and improve their well-being and mental health. Established in 1958, Big Brothers Big Sisters of Orange County and the Inland Empire has helped tens of thousands of youth facing adversity realize their potential and build their futures. Through mentorship, we are aiming to reduce the number of disconnected youth in Orange, Riverside and San Bernardino counties and build a future-proof workforce with the potential to change the world. To learn more about the organization, visit: www.ocbigs.org or www.iebigs.org.
Impact Statement
Accomplishments: 1) 98% of our mentees graduate from high school on time and 88% matriculate into college. 2) We impacted 3,592 youth in Orange County, Riverside, and San Bernardino counties in 2023. 3) Our site-based mentoring programs have grown to include local partnerships with 81 K-12 Education partners, 9 Higher Education partners, 209 Corporate partners, and 129 Community partners. Top goals for the future: 1) Emphasis on College and Career Success: High school seniors will graduate on time with a pathway to a living wage career and a network of BBBS alumni support. 2) Emphasis on Social Emotional Learning (SEL): Mentored youth will show improvement in education and human development. 3) Emphasis on Diversity, Inclusion and Equity: Every child we mentor, regardless of ethnicity, income, or gender identity, will achieve measurable life success
Needs Statement
We need: 1) More Volunteer Mentors: With hundreds of youth on our waitlist, our biggest need is for qualified, adult role models that will volunteer at least a year of their time. We particularly need male mentors. We provide the training, resources and support necessary for each match to succeed. While the youth we serve face significant life challenges, they have reached out to BBBS because they are looking for someone to be in their corner and provide the advice and support of mentorship that can change lives. 2) More Community Partnerships: Beyond 1:1 mentoring match support, we also offer our families and volunteers a full range of wraparound support systems through our Youth & Family Impact Department, such as College & Career Support and Physical/Mental/Financial Health Resources. We are in need of ongoing collaboration and partnerships with local school districts, higher education, and community resource partners. 3) More Program Support: We provide professional support and match relationship supervision to every Big, Little, and family we serve. We offer training, oversight and advice to ensure child safety, improve socio-emotional support, and to help youth receive appropriate academic and/or career tutoring. We are equipping our case management, mentors with resources, and tools to help turn educational success into lifelong success.
Geographic Areas Served
Every city in Orange County, and metro Riverside County and San Bernardino County (Ontario, Rancho Cucamonga, Colton, Chino, Moreno Valley, Fontana, Rialto, Redlands, Upland and San Bernardino).
Top Three Populations Served
Latinos
Households with limited English proficiency
Immigrants and Refugees
Statement from the CEO/Executive Director
Mentorship has never been more important or more relevant. As Surgeon General of the United States Dr. Vivek H. Murthy noted, “loneliness and isolation represent profound threats to our health and well-being. But we have the power to respond. By taking small steps every day to strengthen our relationships, and by supporting community efforts to rebuild social connection, we can rise to meet this moment together.” The Surgeon General has also pointed out that mentorship programs are one of the best ways to help students build this connection. Mentorship is the solution. Students in our mentoring programs achieve major milestones that are indicative of long-term success — first generation high school diplomas, postsecondary planning and ultimately a living-wage job. Mentorship is the social fabric that holds communities together and we are committed to cultivating more caring and connected youth in our cities. Thank you for your support to combat isolation with connection. We are bigger together!
Statement from the Board Chair/President
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One-to-One Community Based Mentoring
Our Community Based One-to-One Mentoring is designed for a Big and Little Brother/Sister to meet twice monthly. Volunteer mentors commit to mentoring for at least one year; the average match length is 40 months. Every Match has a Match Support Specialist who monitors safety concerns, addresses challenges in the development of the mentoring relationship and serves as a guide for the match. We also have a staff member that plans and executes Match Engagement events like kayaking, painting classes and yoga sessions. Our staff also host trainings for our mentors, mentees and families providing additional support such as mental health workshops, college and career readiness, and bullying prevention. | |
Budget | $1,490,588 |
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Outcomes | In 2023, our Youth Outcome Survey results for Mentees from our Community Bases Program: 1) 98%+ of youth maintained or improved higher educational expectations, particularly a greater likelihood of graduating high school and attending postsecondary education. 2) 95%+ of youth maintained or improved social behavior skills and emotional regulation. 3) 80%+ of youth maintained or improved levels of “parental trust,” associated with lower levels of juvenile delinquency. 4) 95%+ reported they are less likely to engage in risky behaviors, including bullying, crime, substance use and misconduct. |
High School Bigs School Based Mentoring
High School Bigs is designed for high school students to be trained as mentors to children attending Title I elementary schools identified by teachers and counselors as needing mentoring support. Program staff provide support curriculum targeted towards socio-emotional growth, academic success, and health/wellness. High School Bigs is a free, after-school program and is carried out in partnership with elementary schools, youth mentors from high schools, meeting together in 36 weekly sessions. This is a dual-impact program, as the high school volunteers are trained in leadership and youth advocacy to better address challenges in their community by learning to become mentors. Mentors also receive college and career resources. We currently provide the High School Bigs program within the three counties in 15 school districts and 66 sites. | |
Budget | $1,731,747 |
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Outcomes | In 2023, our Youth Outcome Survey results for our High School Bigs Mentees: 1) 80%+ of youth maintained or improved higher educational expectations, particularly a greater likelihood of graduating high school and attending postsecondary education. 2) 80%+ of youth maintained or improved social behavior skills and emotional regulation. 3) 90%+ of youth maintained or improved levels of “parental trust,” associated with lower levels of juvenile delinquency. 4) 85%+ reported they are less likely to engage in risky behaviors, including bullying, crime, substance use and misconduct. |
Sports Buddies
Sports Buddies is centered around agency-facilitated group outings focused on sports and similar activities. It emphasizes the significance of physical activity for a healthy lifestyle, stress relief and mental health support, and meaningful connections to improve youth development, expose youth to different activities, and provide supportive services. Provides a wide-range of indoor and outdoor activities for underserved youth in Orange County, improve mental health for underserved youth, and fosters social cohesion by strengthening the sense of community, breaking down barriers between different age groups and socioeconomic backgrounds. | |
Budget | $119,416 |
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Outcomes | 1) 85%+ attendance rate |
Workplace School Based Mentoring
Workplace Mentoring is a recommended 3-year partnership with corporations and young adults. In this program, low-income students are paired one-to-one with corporate mentors for 10 months during the school year. Strong emphasis is placed on college and career preparation and soft skills. Current and past partners are PIMCO (Women in Finance), Edwards Lifesciences (STEM), OC Fair, St. Joseph's Hospital, Disney, Banc of California, Citizens Business Bank, Keenan & Associates, Google, Golden State Foods, JP Morgan Chase and Ingram Micro. | |
Budget | $1,400,000 |
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Outcomes | In 2023, our Youth Outcome Survey results for our Workplace Mentoring Mentees: 1) 90%+ of youth maintained or improved higher educational expectations, particularly a greater likelihood of graduating high school and attending postsecondary education. 2) 90%+ of youth maintained or improved social behavior skills and emotional regulation. 3) 90%+ of youth maintained or improved levels of “parental trust,” associated with lower levels of juvenile delinquency. 4) 95%+ reported they are less likely to engage in risky behaviors, including bullying, crime, substance use and misconduct. |
CEO/Executive Director
Sloane Keane
CEO/Executive Director Experience
Sloane Keane is an advocate for social change through youth mentorship. She joined Big Brothers Big Sisters in 2013 as the director of development, charged with creating new funding strategies that tripled agency revenue and doubled the number of matches supported annually. Since becoming CEO in 2018, Keane has continued the growth trajectory for the network’s second-largest agency nationwide. She is committed to strengthening the organization’s impact on disconnected youth across Orange, Riverside, and San Bernardo counties.
Staff Information
Number of Full-Time Staff | 95 |
---|---|
Number of Part-Time Staff | 0 |
Number of Volunteers | 3,193 |
Number of Contract Staff | 0 |
Staff Demographics - Ethnicity
African American/Black | 6 |
---|---|
Asian American/Pacific Islander | 4 |
Caucasian | 18 |
Hispanic/Latino | 64 |
Native American/American Indian | 0 |
Other (Please Specify) | 2 - biracial |
Other | 1 |
Staff Demographics - Gender
Female | 82 |
---|---|
Male | 13 |
Not Specified | -- |
Awards
Award | Awarding Organization | Year |
---|---|---|
OCJ Best Places to Work 2024 | Orange County Business Journal | 2024 |
Board Chair
First Name | Last Name | Company Affiliation | Start Date | End Date |
---|---|---|---|---|
Cary | Hyden | Retired | January 1, 2024 | December 31, 2025 |
Board Members
Name | Company Affiliation | Status |
---|---|---|
Matt Bailey | Paul Merage School of Business, UCI | Voting |
Kurt Belcher | STAjets | Voting |
Steve Blanc | Blanc Ventures, LLC | Voting |
Steve Borowski | Retired | Voting |
Tim Crosson | Crossfire | Voting |
Brian Davis | Forward Counsel | Voting |
Peter Desforges | Peak Real Estate Management | Voting |
Michael Fox | Msq Advisory LLC | Voting |
Robert Friedman | F&F Capital Group, LLC | Voting |
Paul Fruchbom | KDF Communities, LLC | Voting |
Elliot Gordon | Retired | Voting |
Chris Ivey | Stradling Yocca Carlson and Rauth | Voting |
Blake Johnson | Byte | Voting |
Guy Johnson | Johnson Capital | Voting |
Dave Moellenhoff | Salesforce.com | Voting |
Navin Narang | FPH Capital Partners LLC | Voting |
Scott Nelson | Ernst and Young | Voting |
Todd Pickup | Plus Four Management | Voting |
Chris Reedy | Reedy Asset Management | Voting |
Tom Reyes | Harbor Distributing LLC | Voting |
Tim Ryan | OC Vibe | Voting |
Caroline Sabo | Sabo Law | Voting |
Brian Stevens | Philanthropist | Voting |
Gus Theisen | Columbia Steele Inc. | Voting |
Kim Thompson | Rutan and Tucker LLP | Voting |
W. Henry Walker | Farmers and Merchants | Voting |
John Lenell | Qxonix Inc. | Voting |
Phil Berry | Commercial West Brokerage, Inc. | Voting |
Jason Krotts | Real Estate Development Associates, LLC | Voting |
Cary Hyden | Retired | Voting |
Meital Taub | Livel Real Estate - Meital Taub Luxury Group | Voting |
Erin Boyl | BMO | Voting |
Joe Juliano | United Pacific | Voting |
Jacqueline Gustafson | FaithSearch Partners | Voting |
Bradley Todd | JP Morgan | Voting |
Rick Taketa | Taketa Capital | Voting |
Board Demographics - Ethnicity
African American/Black | 0 |
---|---|
Asian American/Pacific Islander | 2 |
Caucasian | 31 |
Hispanic/Latino | 3 |
Native American/American Indian | 0 |
Other (Please Specify) | -- |
Other | 0 |
Board Demographics - Gender
Female | 4 |
---|---|
Male | 32 |
Not Specified | 0 |
Board Stats
Number of times full board meets in a year | 4 |
---|---|
Percentage of Board Members Making Monetary Contributions | 86% |
Current Fiscal Year
Fiscal Year Start Date | July 1, 2024 |
---|---|
Fiscal Year End Date | June 30, 2025 |
Projected Revenue | $12,042,942 |
Projected Expense | $12,040,531 |
Revenue vs. Expense ($)
Expense Breakdown: 2023 (%)
Expense Breakdown: 2022 (%)
Expense Breakdown: 2021 (%)
990 Tax Form - Newest 990 Year opens each July
Tax Year 2023 Form 990 (Fiscal Year ending in 2023) | Download |
---|---|
Tax Year 2022 Form 990 (Fiscal Year ending in 2022) | Download |
Tax Year 2021 Form 990 (Fiscal Year ending in 2021) | Download |
Tax Year 2020 Form 990 (Fiscal Year ending in 2020) | Download |
Prior Three Years Total Revenue and Expense Totals
Fiscal Year | 2023 | 2022 | 2021 |
---|---|---|---|
Total Revenue | $8,221,939 | $12,227,472 | $7,349,438 |
Total Expenses | $8,452,361 | $6,783,316 | $6,235,051 |
Prior Three Years Revenue Sources
Fiscal Year | 2023 | 2022 | 2021 |
---|---|---|---|
Foundation and Corporation Contributions | $3,798,385 | $9,067,932 | $4,230,867 |
Government Contributions | $1,940,002 | $765,645 | $1,899,355 |
Federal | -- | -- | -- |
State | -- | -- | -- |
Local | -- | -- | -- |
Unspecified | -- | -- | -- |
Individual Contributions | -- | -- | -- |
Indirect Public Support | -- | -- | -- |
Earned Revenue | $70,403 | $30,303 | $30,303 |
Investment Income, Net of Losses | $218,068 | $28,299 | $99,698 |
Membership Dues | -- | -- | -- |
Special Events | $1,840,005 | $2,033,321 | $843,758 |
Revenue In-Kind | $344,015 | $291,758 | $245,457 |
Other Revenue | $11,061 | $10,214 | $0 |
Prior Three Years Expense Allocations by Type
Fiscal Year | 2023 | 2022 | 2021 |
---|---|---|---|
Program Expense | $6,985,206 | $5,535,191 | $4,886,182 |
Administration Expense | $829,650 | $580,483 | $525,468 |
Fundraising Expense | $637,505 | $667,642 | $823,401 |
Payments to Affiliates | -- | -- | -- |
Total Revenue/Total Expenses | 0.97 | 1.8 | 1.18 |
Program Expense/Total Expenses | 83% | 82% | 78% |
Fundraising Expense/Total Revenue | 8% | 5% | 11% |
Prior Three Years Assets and Liabilities
Fiscal Year | 2023 | 2022 | 2021 |
---|---|---|---|
Total Assets | $25,127,277 | $23,887,235 | $27,764,085 |
Current Assets | $5,134,113 | $7,943,353 | $9,260,535 |
Long-Term Liabilities | $3,294,437 | $3,444,641 | $3,584,680 |
Current Liabilities | $3,880,138 | $3,574,569 | $3,365,128 |
Total Net Assets | $17,952,702 | $16,868,025 | $20,814,277 |
Short Term Solvency
Fiscal Year | 2023 | 2022 | 2021 |
---|---|---|---|
Current Assets/Current Liabilities | 1.32 | 2.22 | 2.75 |
Long Term Solvency
Fiscal Year | 2023 | 2022 | 2021 |
---|---|---|---|
Long-Term Liabilities/Total Assets | 13% | 14% | 13% |
Endowment/Capital Campaigns
Endowment Value | $82,000 |
---|---|
Spending Policy | As needed |
Percentage | 5% |
Are you currently in a Capital Campaign? | Yes |
Capital Campaign Purpose | Phase 2 of fundraising efforts to pay off the mortgage on our building. |
Campaign Goal | $3,100,000 |
Capital Campaign Start Date | July 1, 2024 |
Capital Campaign End Date | July 30, 2025 |
Capital Campaign Raised-to-Date Amount | $0 |
Legal
Year of Incorporation | 1958 | ||
---|---|---|---|
EIN | 95-1992702 | ||
California State Charity Registration Number* | CT05088 | ||
Organization's type of tax exempt status | 501(c)(3) | ||
IRS Letter of Determination | Download | Download | Download |
Legal Name | Big Brothers Big Sisters of Orange County and the Inland Empire | ||
Year Founded | 1958 | ||
Organization DBA | -- | ||
Former Names | Big Brothers Big Sisters of Orange County / BBBSOC | ||
Status of IRS required filings including 990s | Current | ||
Status of CA required filings including form RRF-1 | Current | ||
Date form RRF-1 filed | December 20, 2023 |
Contact
Fax Number | 714-544-7643 |
---|---|
Other Website | www.iebigs.org |
BigBroOC | |
bbbsoc |
Our Story
Contact
Big Brothers Big Sisters of Orange County
1801 E. Edinger Ave. Ste. 101
Santa Ana, CA 92705
Sarah Jauch-French
sjauch-french@ocbigs.org
Phone: 714-426-5628
https://www.ocbigs.org
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