Big Brothers Big Sisters of Greater Los Angeles, Inc.

Empowering Potential

aka BBBSLA   |   Los Angeles, CA   |  www.bbbsla.org

Mission

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

Ruling year info

1956

President & CEO

Ms. Lauren Plichta

Main address

3333 Wilshire Boulevard Suite 103

Los Angeles, CA 90010 USA

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Formerly known as

Big Brothers BIg Sisters of Greater Los Angeles & the Inland Empire

EIN

95-1904857

NTEE code info

Big Brothers, Big Sisters (O31)

Youth Development Programs (O50)

Children's and Youth Services (P30)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Many youths from underserved communities in Los Angeles are not being prepared to be put on pathways for college, career, and life success. The lack of quality mentorship is a significant obstacle holding them back from achieving the opportunities higher education can provide. Black, Latino and Native American students along with foster youths and English learners continue to perform worse than the state of California as a whole, with only half the youths in foster care graduating high school in 2016. Historically referred to as “at-risk” and “high-risk”, 95% of the demographic we serve are youth and children of color with 70% living below the poverty line. We welcome children despite gender, ethnicity, religion, sexuality, socioeconomic or citizenship status.

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?

Community-Based Mentoring

Our Community-Based Mentoring program is our largest and oldest program that serves an average of 60% of the total youth our agency serves each year. Child and youth (Littles) ages 6-17 are paired with professionally screened adult volunteer mentors (Bigs) to facilitate a positive, supportive, and healthy relationship. The goal of the CBM program is to provide Littles with a meaningful long-term relationship in order to strengthen their social, emotional, behavioral, and academic outcomes. Prior to being matched, all volunteer mentors are fingerprinted, screened via background check, and extensively interviewed by BBBSLA staff. In addition, all prospective mentors must participate in an agency-hosted orientation and two mandatory trainings on trauma-informed care and cultural competency.

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

In partnership with Los Angeles schools and corporations, BBBSLA empowers high school-aged youth from under-resourced schools and communities to become college, workforce, and life ready through our Workplace Mentoring program. Youth participate in a personal, academic, and professional development-focused curriculum curated and led by BBBSLA staff, while also receiving one-to-one mentoring from corporate employees at the corporate sites over the course of the school year.

Population(s) Served
Adolescents
At-risk youth

Our School-Based Mentoring program brings adult volunteer mentors directly into the elementary school setting to provide support, encouragement, and mentorship to students in grades 2-5 identified by their teachers and counselors as children who could benefit from a caring mentor. Bigs from the community spend one hour with their Littles once a week for an entire school year under the guidance and support of BBBSLA staff and an evidence-based curriculum.

Population(s) Served
At-risk youth

Our High School Bigs program is a unique sub-program of our School-Based Mentoring program. This program encourages high-school students participating in leadership development programs at their schools to serve as Bigs to elementary Littles. Under the guidance of BBBSLA staff, high school Bigs are offered an opportunity to apply their leadership skills in a way that instills a value for service alongside mentorship, while also setting an example for some of our youngest Littles.

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

Launched in 2008 in partnership with The Hollywood Reporter, the WIE program offers a select group of high-school aged girls the opportunity to receive one-to-one mentoring from executive level women in the entertainment industry. This program also offers SAT/ACT prep, college readiness workshops and resources, and scholarships to program participants.

Population(s) Served
Women and girls
At-risk youth

Launched in 2016, the College PAC program extends mentoring programming to our Littles through college by supporting long-term, healthy mentoring relationships between Bigs and Littles beyond high school. The College PAC program provides a unique blend of active match support, newsletters, and workshops to provide academic and life management tools so that participating Littles can effectively succeed in and complete college.

Population(s) Served
Adolescents
At-risk youth

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number children performing average or above average academically

This metric is no longer tracked.
Totals By Year
Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Percent of our senior "Littles" who graduated high school

Number of children who have the skills necessary to maintain personal health

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Percent of "Littles" who maintained or improved level of self confidence in the presence of a special adult relationship in their life

Number of children able to exercise appropriate control in independent and group activities

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Percent of "Littles" who improved avoidance of risky behavior

Number of students showing improvement in test scores

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Percent of "Littles" who reported improved or maintained educational expectations

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.

Through the years, BBBSLA has continued to innovate and adapt our mentoring model to deepen our impact on the lives of children and youth we serve by measurably improving their odds of reaching their full potential. Within the sprawling county of Los Angeles—home to over 10 million people—we service communities as far north as Antelope Valley to as far east as the San Gabriel Valley out of only three locations; all of which, consist of specialized staff who are trained in their respective fields of recruiting, matching and enrollment. Taking into consideration geography and traffic, our 12 Miles/30 Minutes distance policy has had the most success in terms of match sustainability and longevity. Because the measures we take to ensure our matches are successful, our match process times vary anywhere between 2-6 months.

As a result of these factors, our ratio of waitlisted mentors and mentees are unparalleled. Currently, we have approximately 450 boys on the waitlist predominately located in South Los Angeles and conversely, nearly 750 women waiting for a Little Sister, who mainly reside in West Los Angeles.

Over the next three years, we aim to improve our reach to all communities with the initiative to recruit a new generation of volunteers and potential mentors who look like and can connect with the neighborhoods we serve. We also aspire to allocate more time for our team to become more location focused in order to build a stronger brand presence within these communities. Ultimately, our goal is to decrease the wait time between matches on the waitlist while staying true to nurturing crucial one-to-one mentoring relationships and to continue developing successful mentoring relationships to support academic and life skills outcomes through career-focused mentoring, school-based programs, scholarships, and college support.

At BBBSLA, not only do we focus on creating positive, healthy, and influential matches, but we aim to encourage longevity that extends beyond the committed timeframe. Our team of trained Match Support Specialists go through a rigorous, yet highly effective matching process in order to achieve this goal which entails mindful and methodical screening, matching, training, constant supervision and monitoring of our matches. That being said, our strategy to achieve our goals while maintaining the integrity of our match process, is to implement the following strategies:

LOCATION FOCUSED TEAMS
Unlike our youth pool, we generate roughly half of our volunteer inquiries by stimulating demand, and the need to onboard potential Bigs that are geographically proximal to the children who are ready to be matched, is a priority. By creating smaller, location-focused teams, we will be empowered to lead a more grassroots approach to recruiting mentors along with orchestrating more community partnerships. By being actively present, we will also be able to increase our dwindling brand recognition through mentor recruitment initiatives such as planned church/service groups and local business outreach events, along with holding parent meet-ups at schools attended by Littles.

NEW TECHNOLOGY
We are anticipating that our new technology, Salesforce/Matchforce Integration, will provide the critical foundation needed to execute against our three-year strategic plan. As we grow, we need more robust systems to help us manage our growth and improve our outcomes.
Salesforce/Matchforce will help reduce our cycle time from inquiry to match through the automation and elimination of activities which will not only enable us to make matches faster, but also increase our yield which declines as volunteers and children have to wait to be matched. Through the new tech, we will also be given the flexibility to handle all aspects of our organization such as reporting and analysis, segmenting and targeting recruitment, outreach and streamline repeatable tasks and communication.

CROSS FUNCTIONAL TRAINING
Our current infrastructure of Recruit, Enroll, Match, uses a "one size fits all" model for outreach and on-boarding across all service areas. By diversifying our staff’s skill sets to include all aspects of our agency’s process, we will have the capacity to work faster, more efficiently, and with more accountability. Through cross-functional training, we will not only be able to free up more time for recruitment initiatives thereby decreasing the wait list, but also shorten the processing time for high-risk youth matches.

Big Brothers Big Sisters of Greater Los Angeles have been serving children in our community for over 60 years. We work in collaboration with a variety of schools and youth organizations throughout Los Angeles County, and our expertise is known throughout the community. With our multi-cultural staff of over 35-full-time employees, we support nearly 1,800 matches each year.

With an approximate cost of $1,900 per child to cover both, the match process and providing continual match support for our Community-Based Mentoring program, and the annual fee of our new technology, we rely on generous donations from various business and foundations who help maintain different facets of our organization along with gifts we receive through our annual fund raisers.

Los Angeles is one of the most diverse populations in the nation and along with being one of the largest youth mentoring organizations in Southern California, BBBSLA is also one of the largest affiliates of Big Brothers Big Sisters of America.

In 2017, BBBSLA served 1,798 children and youth through all our programs; 1,076 of which, were matched through our CBM program; 95% were youth of color and 70% were living below the poverty line.

In 2017, our YOS showed significant academic gains being made by our Littles:
• 90% of children or youth who showed improved or maintained attitudes toward avoidance of risky behavior
• 77% of children and youth reported having improved or maintained their level of parental trust
• 76% reported improved or maintained levels of scholastic competence because of mentoring
• 95% improved or maintained confidence in the presence of a special adult relationship in their life

Across our programs, BBBSLA has observed maintained and encouraging trends in academic outcomes, specifically relating to high school success, that are outperforming national statistics for low-income, first-generation youth of color. With the launch of our College PAC program, we can expand the reach of our youth mentoring into college to address the college access and completion gap between low income and high-income students. In 2018, BBBSLA achieved promising results that we aim to build on in 2019 and beyond:

• 97% of Littles graduated high school
• 82% of all graduating high school seniors are college bound
• 100% of Littles in College PAC persisted through their first year of college

We anticipate that the efficiencies created through our initiatives of new technology integration, cross-functional training, and location focused teams, will enable our organization to “do more with less.” A progressive reduction in our costs basis to create and support matches will enable us to increase census at an accelerated pace compared to resource development, ensuring that our aggressive service increases are sustainable over the long term. In addition, by reducing our cost per child served, we will become more effective stewards of donor funds, ensuring that their investment in our organization produces the greatest possible social return.

Financials

Big Brothers Big Sisters of Greater Los Angeles, Inc.
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Operations

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

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  • Analyze a variety of pre-calculated financial metrics
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Big Brothers Big Sisters of Greater Los Angeles, Inc.

Board of directors
as of 04/12/2022
SOURCE: Self-reported by organization
Board chair

Brock Moseley

Miracle Mile Advisors

Megan Colligan

Silas Myers

Judge Michael Carter

Kim Baldonado

Jane Cha Cutler

Mike Daly

Marie Demirdjian

Roy Disney

Paola Franco

Luke Guerra

Cindy Holland

Maria Marill

Nick Meyer

David Misch

Byron Mobley

Ret. Captain Evangelyn Nathan

Jeffrey Rao

Byron Reed

Kathleen Remington

Jennifer Salke

Tara Senior

Syrinthia Studer

Tiffany Vogel

Richard Weitz

Caroline Yim

Organizational demographics

SOURCE: Self-reported; last updated 4/14/2021

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data