Mission: Big Brothers Big Sisters of Orange County and the Inland Empire creates and supports one-to-one mentoring relationships that ignite the power and promise of youth. S ... (More)

Big Brothers Big Sisters of Orange County and the Inland Empire is a 501(c)(3) organization, with an IRS ruling year of 1962, and donations are tax-deductible.

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Contact Information

  https://www.ocbigs.org/

 1801 East Edinger Avenue
Suite 101
Santa Ana CA 92705 

  714-544-7773


You are viewing this organization's new Charity Navigator profile page. To view the legacy version, click here.

Star Rating System by Charity Navigator


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.




Exceptional

This charity's score is 92.95, earning it a 4-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2019. More recent filing data is available, but it has not been factored into this score, due to COVID-19's effect on this organization.

View this organization’s historical ratings.

Rating update postponed due to COVID-19's impact on this organization. View Big Brothers Big Sisters of Orange County and the Inland Empire's response.


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Star Rated Report

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Program Expense

Program Expense Ratio

79.3%


The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).


This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Administrative Expenses

9.9%


As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Fundraising Expenses

10.7%


This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Liabilities to Assets Ratio

29.9%


The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).


Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.


Source: IRS Form 990

Fundraising Efficiency

$0.06


The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.


Source: IRS Form 990

Working Capital Ratio

2.73 years


Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.


Source: IRS Form 990

Program Expense Growth

14.70%


We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.


Source: IRS Form 990

Governance


Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.


Sources Include: IRS Form 990

Governance:
Independent Voting Board Members  ... (More)
No Material Diversion of Assets ... (More)

A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:

  • Full Credit: There has been no diversion of assets within the last two years.

  • Partial Credit: There has been a diversion of assets within the last two years and the charity has used Schedule O on the Form 990 to explain: the nature of the diversion, the amount of money or property involved and the corrective action taken to address the matter. In this situation, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: There has been a diversion of assets within the last two years and the charity's explanation on Schedule O is either non-existent or not sufficient. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
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Audited Financials Prepared by Independent Accountant ... (More)

Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.

  • Full Credit: The charity's audited financials were prepared by an independent accountant with an audit oversight committee.

  • Partial Credit: The charity's audited financials were prepared by an independent accountant, but it did not have an audit oversight committee. In this case, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: The charity did not have its audited financials prepared by an independent accountant. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
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Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)
Documents Board Meeting Minutes ... (More)
Distributes 990 to Board Before Filing ... (More)
Compensates Board ... (More)

Policies


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.


Sources Include: IRS Form 990 and organization's website

Policies:
Conflict of Interest  ... (More)
Whistleblower ... (More)
Records Retention and Destruction ... (More)
CEO Compensation Process ... (More)
Donor Privacy ... (More)

Donors have expressed extreme concern about the use of their personal information by charities and the desire to have this information kept confidential. The exchanging and sale of lists for telemarketing and the mass distribution of "junk mail," among other things, can be minimized if the charity assures the privacy of its donors. Privacy policies are assigned to one of the following categories:

  • Yes: This charity has a written donor privacy policy published on its website, which states unambiguously that (1) it will not share or sell a donor's personal information with anyone else, nor send donor mailings on behalf of other organizations or (2) it will only share or sell personal information once the donor has given the charity specific permission to do so.

  • Opt-out: The charity has a written privacy policy published on its website which enables donors to tell the charity to remove their names and contact information from lists the charity shares or sells. How a donor can have themselves removed from a list differs from one charity to the next, but any and all opt-out policies require donors to take specific action to protect their privacy.
  • No: This charity either does not have a written donor privacy policy in place to protect their contributors' personal information, or the existing policy does not meet our criteria.

The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes.

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Transparency


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.


Sources Include: IRS Form 990 and organization's website

Transparency:
CEO Salary Listed on 990 ... (More)
Board of Directors Listed on Website ... (More)
Key Staff Listed on Website ... (More)
Audited Financial Statements on Website ... (More)
Form 990 Available on Website ... (More)

Additional Information

Unscored

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Total Revenue and Expenses

Total Revenue and Expenses

This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.

Salary of Key Persons

Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting



Melissa Beck, Former CEO

$218,800 (3.07% of Total Expenses)


Sloane Keane, CEO

$173,175 (2.43% of Total Expenses)


Current CEO and Board Chair can be found in the Leadership & Adaptability report below.

Source: IRS Form 990 (page 7), filing year 2020

Business Master File Data

Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website


Activities:

Other school related activities (BMF activity code: 059)

Other youth organization or activities (BMF activity code: 349)


Foundation Status:

Organization which receives a substantial part of its support from a governmental unit or the general public   170(b)(1)(A)(vi) (BMF foundation code: 15)


Affiliation:

Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)

Data Sources: IRS Forms 990

The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to view this organization's Forms 990 on the IRS website (if any are available).

Pandemic Response

This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.


Big Brothers Big Sisters of Orange County and the Inland Empire reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Administrative Capacity

  • Grants Received

  • Balance Sheet


How COVID-19 impacted the organization's operations financially:

In 2020, our organization’s revenue decreased by 24% compared to 2019 due to a decline in individual giving, cancellation of fundraising events, and corporate partners freezing their giving till their businesses were stabilized. We applied and received the PPP loan and CARES Act funding, which allowed us to respond to the critical needs of our youth and continue to support our one-to-one mentorships, which have been more important than ever for youth during this period of isolation.


How COVID-19 impacted the organization's delivery of programs:

Our program shifted to operating virtually and we temporarily paused matching new mentors and mentees but resumed matching in the late Spring of 2020. Our site-based programs moved from meeting at schools or workplaces to video meetings via Zoom.


How this organization adapted to changing conditions caused by COVID-19:

In March 2020, we shifted our programs to the virtual space to keep kids connected. This included the launch of a digital connection resource hub and training our volunteers to engage safely and creatively online. As weeks turned into months, there was increasing demand for what we offer: human connection. In response to a growing wait list of children, we began making our first mentorship matches in an all-digital world. We not only continued connection for children with virtual matches, but also adapted our professional support to address three critical areas of need for youth: prioritizing mental health to address social isolation, navigating education to mitigate learning loss, and supporting youth advocacy. The long term socio-economic impact on youth is likely to be significant and empowering youth voice through mentorship is critical to their long term success.


Innovations the organization intends to continue permanently after the pandemic:

We will continue to offer both virtual and online programming for matches. For some program models, such as matching first generation high school students with first generation college students, virtual mentoring was actually the preferred method of program delivery. We have also been able to transition some administrative and paperwork tasks to online forms, which has streamlined our enrollment process.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
8/3/20212019 92.95
7/1/20192018 93.52
7/1/20182017 91.77
7/1/20172016 91.83
10/1/20162015 90.15
7/1/20162015 89.75

This organization received multiple star ratings within this fiscal year, due to an update to it's Accountability and Transparency data and/or the receipt of an amended Form 990.

6/1/20162014 91.32
Rating Version: 2.0
10/1/20152014 92.12
7/1/20142013 85.15
5/1/20132012 86.54
3/1/20122010 92.64
9/20/20112009 90.41
Rating Version: 1.0
5/1/20112009 90.19
7/1/20102008 84.75
6/1/20092007 92.70
6/1/20082006 89.60
3/1/20072005 79.40
1/1/20062004 84.98
10/1/20042003 77.30
11/1/20032002 74.91

...   Impact & Results


This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.


Impact & Results Score

Not Currently Scored

Big Brothers Big Sisters of Orange County and the Inland Empire cannot currently be evaluated by our Encompass Rating Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.

Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.

Learn more about Impact & Results.

Do you work at Big Brothers Big Sisters of Orange County and the Inland Empire? Join the waitlist for an updated Impact & Results score.


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Additional Information

Unscored

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Largest Programs

Largest Programs



Big Brothers Big Sisters of Orange County and the Inland Empire reported its largest program on its FY 2020 Form 990 as:


$5,386,702

Spent in most recent FY

100%

Percent of program expenses


WE PROVIDE PROFESSIONALLY SUPPORTED ONE-TO-ONE MENTORS (BIGS) FOR UNDERSERVED ORANGE, RIVERSIDE AND SAN BERNARDINO COUNTY YOUTH AND YOUNG ADULTS (LITTLES) AGES 6-24. MATCHES BUILD RELATIONSHIPS THROUG ... (More)


...   Leadership & Adaptability


This score provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.


Leadership & Adaptability Score

100

out of 100

The score earned by Big Brothers Big Sisters of Orange County and the Inland Empire is a passing score. This score has no effect on the organization's Star Rating.

Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.


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Leadership & Adaptability Report

100

of 100 points

Mission

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission


To create and support one-to-one mentoring relationships that ignite the power and promise of youth.


Source: Nonprofit submitted responses

Vision

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.


To provide a pathway for underserved youth, ages 6-24, to achieve their educational dreams and succeed in living wage careers.


Source: Nonprofit submitted responses

Strategic Goals

The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.


Goal One: TECHNOLOGY: Use technology to communicate more effectively, collect better data to articulate our outcomes and shape strategy of our programs, and drive efficiencies to service all stakeholders.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Goal Two: PEOPLE: Hire and retain the right staff to increase programmatic outcomes, reduce turnover costs and deepen the support of matches for longer and stronger relationships.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Goal Three: MARKETING: Our messaging will focus on why expanding our service model to age 24 is critical to building the next workforce for our region.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

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 are a Gallup Strengths based agency and focus on each team member's Top 5 Strengths and incorporate them into our team meetings, All Star monthly awards, core values and personalized coaching. Staff can volunteer for our GREEN Committee, which stands for Growth Retention Education Engagement Network. It provides professional development, team bonding and an opportunity to coordinate wellness/health engagement activities for all staff in the agency. Additionally, every manager is a part of a management cohort that meets regularly to focus on leadership development and skill building.

Source: Nonprofit submitted responses

Mobilizing for Mission

The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.


This organization mobilizes for mission in the following ways:
  • Strategic Partnerships

  • Networks of Collective Impact Efforts

  • Thought Leadership

  • Raising Awareness

  • Community Building

  • Policy Advocacy

What are this organization’s external mobilizaton efforts?

Big Brothers Big Sisters of Orange County and the Inland Empire is the Chair of the California State Association of 15 regional BBBS agencies, which annually serves 10,000 mentees across the state. In 2021, we are hosting a statewide virtual mentoring conference in partnership with MENTOR California. Over the last 3 years, we've also partnered with several BBBS agencies across the country in launching college/career focused mentoring programs. To facilitate our site-based programming, we partner with school districts, colleges, and corporate workplaces.

Source: Nonprofit submitted responses

Story of Adaptability

The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.


In the last year in response to the COVID-19 pandemic, our staff introduced virtual match events, training sessions, a drive-through graduation, an online career road trip series and a brand-new program model. In March 2020, we shifted our programs to the virtual space to keep kids connected. This included the launch of a digital connection resource hub and training our volunteers to engage safely and creatively online. As weeks turned into months, there was increasing demand for what we offer: human connection. In response to a growing wait list of children, we began making our first mentorship matches in an all-digital world. We not only continued connection for children with virtual matches, but also adapted our professional support to address three critical areas of need for youth: prioritizing mental health to address social isolation, navigating education to mitigate learning loss, and supporting youth advocacy. The long term socio-economic impact on youth is likely to be significant and empowering youth voice through mentorship is critical to their long term success. Additionally, we launched a new program model: College Bigs. For many first-generation students, educational and economic barriers can create a tumultuous post-grad journey. This new program model 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.

Source: Nonprofit submitted responses

Additional Information

Unscored

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Organization Leadership

Organization Leadership


Sloane Keane

Chief Executive Officer

Navin Narang

Board Chair

...   Culture & Community


This score provides an assessment of the organization's engagement with the constituents it serves, a practice we term Constituent Feedback. When organizations listen to constituents, they are able to better deliver on programs and meet the needs of stakeholders. A future version of this Beacon will also assess an organization's people operations and its Diversity, Equity and Inclusion (DEI) metrics.


Culture & Community Score

100

out of 100

The score earned by Big Brothers Big Sisters of Orange County and the Inland Empire is a passing score. This score has no effect on the organization's Star Rating.

Encompass Rating V4 provides an evaluation of an organization's Culture and Community by measuring its Constituent Feedback practices (see report below). Constituent Feedback data provides 100% of the basis for the initial evaluation of the Culture & Community Beacon.


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Culture & Community Report

100

of 100 points

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Constituent Feedback

Constituent Feedback

Full Credit


This organization reported that it is collecting feedback.


Here's how this organization is listening and learning from the people they serve:


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

SMS text surveys, Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Case management notes, Community meetings or 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


With whom does your organization share the feedback you got from the people you serve?

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


What challenges does your organization face in collecting feedback from the people you serve?

We don't have any major challenges to collecting feedback


Briefly describe a recent change that your organization made in response to feedback from the people you serve.

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.



Methodology


Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective. We've partnered with GuideStar by Candid to survey organizations about their feedback practices. Nonprofit organizations can fill out the How We Listen section of their Candid profile to receive a rating.


Charity Navigator awards full credit for this Beacon to every nonprofit that is eligible for an Encompass Rating that completes the survey, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. This data is not evaluated for quality at this time. Validation will be added in future iterations of this Beacon.

Analysis and Research


Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Our partnership with Feedback Labs and Guidestar by Candid, and other partners including Fund for Shared Insight, GlobalGiving, and Keystone Accountability, enables us to launch the first version of this beacon with Constituent Feedback information collected on Candid's site.


Feedback practices have been shown to support better Diversity, Equity, and Inclusion outcomes, an essential area of assessment that we intend to further expand and develop in the future. Feedback Labs has documented several studies which indicate that beyond achieving organizational goals, nonprofits that are attentive and responsive to concerns and ideas raised by beneficiaries establish stronger relationships with the people they serve, promote greater equity, and empower constituents in ways that can help to ensure better long-term outcomes. You can find resources to help nonprofits improve their feedback practices here.

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