Big Brothers Big Sisters of Orange County and the Inland Empire, Inc.

Igniting potential through one-to-one mentoring

aka Big Brothers Big Sisters of Orange County and the Inland Empire/BBBSOCIE/BBBSOC/BBBSIE   |   Santa Ana, CA   |  http://www.ocbigs.org

Mission

The mission of Big Brothers Big Sisters of Orange County and the Inland Empire is to provide strong and enduring, one-to-one professionally supported mentoring relationships that ignite the power and promise of youth.

Notes from the nonprofit

Over the last 30 years, BBBS mentoring model, one-to-one mentoring with professional support from staff, has been shown to be one of the most effective models for long term youth impact. The US Department of Education has included Big Brothers Big Sisters mentoring as a proven practice for helping youth complete school work and helping youth stay in school. The Boston Consulting Group evaluated Big Brothers Big Sisters programs and found that as adults, mentored youth were far more likely to finish college, had higher earnings and were more likely to volunteer as adults. Local program evaluation shows that 93% of the youth we serve are more likely to graduate high school and attend college and 87% have reduced depressive symptoms as a result of mentoring. Building a healthy, sustainable mentorship relationship for low income youth of color is needed to help them stay engaged and inspired toward a better future.

Ruling year info

1962

CEO

Sloane Keane

Main address

1801 E. Edinger Ave. Ste. 101

Santa Ana, CA 92705 USA

Show more contact info

Formerly known as

BBBSOC

BBBSOCIE

Big Brothers Big Sisters of Orange County

BBBSIE

Big Brothers Big Sisters of the Inland Empire

EIN

95-1992702

NTEE code info

Big Brothers, Big Sisters (O31)

Children's and Youth Services (P30)

Higher Education Institutions (B40)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

A high school diploma has not been sufficient preparation for most college and career success’ for many decades and the services of many youth serving organizations need to evolve if real progress is going to be made in promoting true education/career/life success, particularly for low-income youth of color. BBBSOCIE is unique in that we continue to build on strong one-to-one mentoring relationships established before high school graduation and will continue support through to age 24. Our comprehensive support system bridges the gap from high school through post-secondary education and into living wage jobs. We have incorporated best practices from mentoring research, youth development, new civics education, ACEs research, our own experience developing programs and youth voice to create a multidisciplinary approach centered on college and career mentoring.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

School-Based Mentoring: High School Bigs

High School Bigs is designed for high school students to be trained to be 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. We currently provide the High School Bigs program within the three counties in 17 school districts, weekly sessions at 33 elementary schools in 17 cities.

Population(s) Served
At-risk youth
Children and youth
Young adults

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 31 months, a 7% year-over-year improvement. 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. In addition, BBBSOCIE provides free events for matches to interact on our “Bigs Only- Big Community” online gathering place, which was created for our incredible volunteers in 2020. We provide resources to help our volunteers grow as a mentor, and stay up to date with the latest happenings at Big Brothers Big Sisters. Activities range from painting parties, to soccer clinics, to STEM activities. The purpose of match activities is to foster stronger relationships, education, and career and provide improved health and wellness.

Population(s) Served
Children and youth
At-risk youth
Students

Workplace Mentoring is a recommended 3-year partnership with corporations and local high school students. In this program, low-income high school students are paired one-to-one with corporate mentors for 10 months during the school year. Strong emphasis is placed on high school graduation and college and career preparation, and soft skills. Current and past partners are PIMCO (Women in Finance), Edwards Lifesciences (STEM), OC Fair, Hybrid Apparel, St. Joseph's Hospital, Disney, Banc of California, Citizens Business Bank, Mathis Brothers Furniture, Keenan & Associates, and Ingram Micro.

Population(s) Served
At-risk youth
Children and youth
Young adults
Students

College and Career Success through Mentoring supports youth through the age of 24. The expansion and enhancement of mentoring which provides multiple pathways to long term post-secondary success, including career development, community college, trade school, credential programs and/ or completing a four-year degree. Many organizations are working on college access/success work. We are unique in that we continue to build on strong one-to-one mentoring relationships established before high school graduation and will continue support through to the age of 24 as key to post-secondary success. In 2020, we provided over 600 mentees with targeted college/career support. We have incorporated best practices from mentoring research, youth development, new civics education, ACEs research, our own experience developing programs and youth voice to create a multidisciplinary approach centered on college and career mentoring. We are amplifying our Post-18 impact with new and continuing collaborations between BBBSOCIE mentored youth, workforce/workplace training and education partners.

Population(s) Served
Students
Young adults
At-risk youth
Children and youth

Bigs with Badges places high school students with mentors from Law Enforcement to help bridge the community with our socially, culturally and professionally. Curriculum focuses on three major components: Relationship Building, Life Satisfaction and Self Efficacy. Beyond the curriculum, they also get the opportunity to learn about careers in Law Enforcement and to prepare for life after high school. W e currently partner with Anaheim, Corona and Buena Park Police Departments.

Population(s) Served
Students
At-risk youth
Children and youth
Young adults

College Bigs is a program model that aims to help high school students increase social capital, strengthen college and career readiness, and find their voices as community advocates with the help of a college mentor. A Big Brothers Big Sisters team member facilitates monthly sessions/meetings. This program provides youth the opportunity to explore college experiences and post-high school options they may not have even known were possibilities. A tailored social emotional learning curriculum focuses on college readiness, relationship building and youth advocacy with a unique spin based on the philanthropic culture of the university or institution. We currently partner with UC Irvine, UC Riverside, Chapman College, Orange Coast College, Cal Baptist, Santa Ana City College, and Cal State San Bernardino.

Population(s) Served
Young adults
Students
At-risk youth

Where we work

Awards

Number of high school graduates who are persisting in college

This metric is no longer tracked.
Totals By Year
Population(s) Served

At-risk youth, Students, Young adults

Related Program

Community Based One-to-One Mentoring

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

Graduating seniors in 3 counties in our Community Based Program only. * 99% of the youth we serve graduate high school on-time.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

The Value of Connection Goals 2021-2025:
Over the next five years, BBBSOCIE will weave in the Value of Connection through two programmatic initiatives: 1) deepening the impact of mentorship and 2) expanding our service horizon to age 24.

GOAL 1- SUSTAINABILITY
Ensure the sustainability of the organization by intentional collaboration and connection creating a relevant and successful funding nexus. Thoughtfully invest in strategic human capital, marketing and technology in order
to be successful in our mission and remain relevant in the changing landscape.

GOAL 2- TECHNOLOGY
Use relevant technology to drive internal efficiencies that support internal and external communications and workflow. Our goal is to communicate more effectively with stakeholders, collect better data and drive efficiencies to service all stakeholders both programmatically & for funding. Realizing cost per match efficiencies by collecting key data in: College and Career, Social Emotional Learning, Health and Wellness, Youth Violence Prevention and Leadership & Civic Engagement to drive programmatic results and support
fundraising efforts.

GOAL 3- PEOPLE
Hire and retain the right staff to increase programmatic outcomes, reduce turnover costs to the agency and deepen the support of matches for longer and stronger relationships. Cultivate a culture focused on impact, integrity, collaboration and excellence to teach, inspire, and ignite the BBBSOCIE team .

GOAL 4- MARKETING
BBBSOCIE aims to articulate the critical role each play in the agency's success in this new phase of support through impactful communications strategies with families, volunteers, donors and community partners.
High quality communication is key to:
1) Becoming a thought leader in the space of workforce development, post-secondary success and social and emotional learning.
2) Dramatically increasing our visibility to new partners and investors, both locally and nationally, by creating clarity as to our role and impact in creating stronger, more successful and resilient communities.
3) Improving communication with our volunteers and families to better illustrate the commitment BBBSOCIE has made to serve to a living wage job.

Through the Value of Connection, BBBSOCIE will serve more youth through mentorship and focus resources and effort dedicated to creating the future workforce. This five year plan will increase the number of youth connected with a positive role-model, giving them the social capital and support necessary to succeed. In turn, it will decrease the number of youth disconnected in our communities, creating a stronger and more sustainable future for our region.

Strategies for making our goals happen:
SUSTAINABILITY: We recognize the funding landscape is evolving and requires a focus on a deeper connections with our investors and innovative communication with the community over the next five years.
Areas of focus will include:
1. Major Giving : Investing in a Chief Relationship Officer whose role is to build deeper engagement with our supports, including the Board of Directors, to elicit larger investments, both personally and through their network of influence that ignite their passion for philanthropy.
2. Partnerships: Investing in a VP of Strategic partnerships to develop intentional collaborations with community partners to amplify granting opportunities and operate under the premise that we are better together.
3. Corporate Funding: Supporting our corporate partnership team as they expand the Corporate Board and deepen connections within our regional workforce, with a focus on employee engagement and expanding corporate funding opportunities.
4.Government Funding: Leading an initiative of the EBBS CA State Association to illustrate to our legislature the collective impact mentorship has on a state wide level for more state and local funding.

TECHNOLOGY: BBBSOCIE mentoring model is built upon measurable outcomes. Using data to articulate our program outcomes validates the investment into our programs and provides critical insights that shape the strategy for programmatic structure and support. Technology goes hand in hand with gathering data and investments into new technology to help streamline internal processes, capture accurate and relevant data, and allow for diversified communication methods with our stakeholders which will be key to articulating our story and supporting our matches .

PEOPLE: BBBSOCIE is an organization focused on impact and rooted in a culture of excellence: we value diversity, developing strengths, self- motivation, respecting others, collaboration and problem-solving. As a mentorship organization dedicated to supporting youth and young adults, we are also dedicated to mentoring our internal staff and leveraging strengths to drive performance, outcomes and results. We lead with transparent goals for each department and a clearly defined Performance Management Tool for each team member that provides real time feedback and direction. We will continue to strive for excellence and a "Best Place to Work" environment.

MARKETING
Our ability to effectively communicate to both internal and external stakeholders is the most critical success factor to creating and sustaining relationships. With our expanded service to serve our young adults to a living wage job, our messaging will focus on why expanding our service model to age 24 is critical to building the next workforce for our region.

We are capable of meeting our goals because we are the nation's largest and oldest youth mentoring organization and for over a century, BBBS has impacted youth in the community through one-to-one mentorship. Our agency is one of the largest BBBS affiliates in both youth impacted and revenue raised. We are experts at creating and supporting the relationships that help the Littles facing adversity develop the characteristics needed for academic, social, and economic success. Our Executive Leadership Team is innovative, experienced and dedicated to transforming the lives of the youth and the communities we serve. Our volunteer base is 4,000 strong.

We leverage technology to create connections for our families, providing critical resources and enhanced professional support. Our capacity grew by expanding remote learning opportunities and virtual one-to-one virtual mentoring. BBBSOCIE staff provide monthly case management support for mentees, mentors and families, as well as facilitate learning sessions for student mentees. High school students now receive monthly virtual college/career workshops and resources. Our high school youth across all programs receive mentorship to support long-term college and career success by exposing students to different post-grad pathways and career exposure in diverse fields.

We measure impact through the Child/Youth Outcomes Survey (COS and YOS). Both assess children and youth before they enroll in Big Brothers Big Sisters and each year thereafter. Questions include assessments of socioemotional development, avoidance of risky behavior, and educational success. This year, BBBSOCIE contributed to a national project to update the YOS/COS. Improvements include streamlining the survey, improving language, and updates to incorporate new research on youth development. Each school year we track high school persistence, detailed data on college preparation and evaluation of socioemotional growth and involvement in the Juvenile justice system.

Case management is being carried out according to the standards and practices set forth in our Program Policies and Procedures Manual. Our Associate Director of Programs meets with and trains case management staff on a regular basis, and is also required to obtain training and certification through national BBBS’s Child Safety and Protection Education Program. The majority of our staff have grown up in the communities in which we serve, and they understand the hardships of the youth. All staff are required to have a college degree and speak Spanish.

Connection unites our entire Big Brothers Big Sisters community to keep our organization strong . Our staff, board of directors, volunteers, donors and partners, together, help defend our youth. Mentorship, and the additional wraparound support we provide via our Family Support Specialist, are meant to be part of a wider set of community and education services.

Big Brothers Big Sisters of Orange County was founded in 1958 and in 2013, expanded services to the Inland Empire to become Big Brothers Big Sisters of Orange County and the Inland Empire (BBBSOCIE). Because of the growing need for support for at-risk youth after high school, in 2016 BBBSOCIE extended programmatic support for youth from age 18 to 24. With this expansion, BBBSOCIE solidified ourselves as the nation's leader among youth mentoring organizations bridging the gap from adolescence to early adult hood. Our driving force is to create connections between mentors and mentees that ignite the potential in the youth that we serve, resulting in stronger, more successful and resilient communities.

In 2020, our program had a significant impact on promoting equity across the three counties. In addition to an 8% increase in average match length, 2.5 years. Our Youth Outcome Survey results have shown additional significant long term gains being made by youth as a result of the impact of our program.
In the past year:
-93% of youth reported higher educational expectations, particularly a greater likelihood of graduating high school and attending postsecondary education
-87% of youth reported improved academic performance
-92% of youth reported maintained or improved levels of “social competency,” associated with improved peer relations and conduct, improved academic performance, and reduced crime
-88% of youth reported improved levels of “parental trust,” associated with lower levels of juvenile delinquency
-100% of the youth in our program stay out of the criminal justice system
-99% of high school seniors graduated on-time (2019)
-75% of those are the first to attend college in their family

Through a focus on deepening our support for longer and stronger relationships, combined with investments in technology and talent acquisition, over the next 5 years BBBSOCIE will serve 25% more youth with a decreased cost per youth served of 11%. With a plan that focuses on both growth and expense management, we will drive a deeper and longer impact in our region through more efficient and targeted strategies.

-Deeper impact will lead to stronger relationships, resulting in a longer service horizon to expose our young adults to workforce readiness skills and tools. Through incorporating cutting edge Social and Emotional Learning (SEL), BBBSOCIE will teach mentors how to guide their mentees on self awareness, self management, responsible decision making, relationship skills, and social awareness key to developing 21st century workforce skills.

-Our service is aimed at helping to address the current service gap that exists from adolescence to young adulthood. BBBSOCIE is uniquely qualified to bridge this gap as we are walking alongside our matches, from age 6 to 24. Youth in our program have a built-in advantage in the post secondary arena as they, on average, have been matched for 4+ years prior to HS graduation.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    We serve disadvantaged children and youth, ages 6-24, across three counties: Orange, Riverside, and San Bernardino. 70% of youth live in Orange County and 30% in the Inland Empire. The majority of our clients live in some of the most under-serve communities in the region. This includes Santa Ana (18% of children/youth served), Riverside (12%), and Anaheim (11%). Additional Demographics include: • 65% of families live on household incomes under $30,000 a year • 86% of the families served in the three counties qualify as “low income” by HUD standards • 13% have lived with an incarcerated parent Female: 59% Male: 41% Other: 12% Middle Childhood (6-10): 29% Early Adolescence (11-14): 40% Middle Adolescence (15-18): 23% Young Adults (19+): 8%

  • How is your organization collecting feedback from the people you serve?

    SMS text surveys, Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Case management notes, Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees,

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,

  • What significant change resulted from feedback?

    In “normal” times, the communities where we serve are economically depressed and youth have significant obstacles in achieving their full potential. Because of COVID-19, the families we serve are in dire social and emotional trauma, poverty, homelessness and educational crisis. After listening to the families of the youth we serve, our agencies have become a major conduit between them and local resources. In response to this need, we have hired a new Family Support Specialist, whose main role is to focus on wraparound resource support for the families of the youth we serve. This will relieve the stress of case management team to focus on the mentor relationships of the Bigs and Littles. The outcome will be increased retention rates of our matches and a better future of for the youth.

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners,

  • How has asking for feedback from the people you serve changed your relationship?

    We are committed to our board, families, youth and mentors to mobilize feedback into action. This commitment is a journey, and we have built out an action plan with thoughtful, measurable, timely goals that we will communicate to our staff, stakeholders and board. We have incorporated best practices from mentoring research, youth development, new civics education, ACEs research, our own experience developing programs and youth voice to create a multidisciplinary approach centered on college and career mentoring. The power of our programming, decisions, resources, and policies has always been focused on the feedback and needs of the people/youth/families that we serve.

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded,

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback,

Financials

Big Brothers Big Sisters of Orange County and the Inland Empire, Inc.
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Operations

The people, governance practices, and partners that make the organization tick.

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Big Brothers Big Sisters of Orange County and the Inland Empire, Inc.

Board of directors
as of 02/22/2022
SOURCE: Self-reported by organization
Board co-chair

Navin Narang

FPH Capital Partners

Term: 2020 - 2022


Board co-chair

Henry Walker

Farmers and Merchants Bank

Term: 2022 - 2024

Timothy Andrews

Allergan

Patricia Arvielo

New American Funding

Ellen Bancroft

Morgan, Lewis & Bockius LLP

Erin Boyl

Wells Fargo Bank

Brian Davis

Law Offices of Brian M. Davis, APC

Peter Desforges

Wohl Investment Company

Michael Fox

Towers Watson

Robert Friedman

Auction.com

Paul Fruchbom

KDF Communities

Elliot Gordon

Retired

Chris Ivey

Stradling, Yocca, Carlson & Rauth

Navin Narang

First Pacific Holdings, Inc.

Todd Pickup

Plus Four Management

Tim Ryan

Anaheim Arena Management, LLC

Caroline Seifert-Sabo

Hines Hampton

Brian Stevens

Advantage Sales and Marketing

W. Henry Walker

Farmers & Merchants Bank

Marilyn Stemper

CareerArc Group

Kim Thompson

Rutan & Tucker, LLP

Steve Blanc

Blanc Ventures LLC

Steve Borowski

Aristotle Capital Management

Nori Ebersole

Paul, Hastings, Janofsky and Walker

Kurt Belcher

STA Jets

Cary Hyden

Latham & Watkins

Scott Nelson

Ernst & Young

Gus Theisen

Columbia Steel

Chris Reedy

Reedy Asset Management, Inc.

Tom Duddy

Dave Moellenhoff

Tom Reyes

Matt Bailey

UCI

Tim Crosson

Crossfire

Chris Flick

Pimco

Blake Johnson

Toyota

Guy Johnson

Johnson Capital

Scott Nelson

Ernst & Young

Henry Walker

Farmers and Merchants Bank

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 4/8/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 04/07/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.