PLATINUM2023

Big Brothers Big Sisters of Metro Atlanta, Inc.

Together, we are Defenders of Potential.

Atlanta, GA   |  http://www.bbbsatl.org

Mission

The mission of Big Brothers Big Sisters of Metro Atlanta is to create and support mentoring relationships that ignite the power and promise of youth.

Ruling year info

1962

President & CEO

Mr. Kwame Johnson

Main address

680 Murphy Avenue SW Suite 1090

Atlanta, GA 30310 USA

Show more contact info

EIN

58-0861895

NTEE code info

Big Brothers, Big Sisters (O31)

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

More than half of the children we serve are concentrated in zip codes that have a high risk for factors including poverty, food insecurity and single-parent families. The majority of children in our mentoring programs lived in zip codes with very low or child well-being scores as defined by the United Way of Metro Atlanta Child Well-Being Index Measures. The Child Well-Being Index is based on a number of indicators including high school graduation rate, college and career readiness, and percentage of children under 18 living in poverty. Our community continues to struggle with persistent poverty, high rates of incarceration and lack of educational attainment for children living in some of Metro Atlanta’s most challenged neighborhoods. We believe that a child's zip code should not limit his/her potential. Research studies support the value of one-to-one mentoring, especially for young people with multiple risk factors.

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 Program

The mission of Big Brothers Big Sisters is to create and support one-to-one mentoring relationships that ignite the power and promise of youth. We match children (Littles) between the ages of 8 and 18 with mentors (Bigs) who are at least age 21. When implemented following the Big Brothers Big Sisters model, which includes thorough screening and training of volunteers, in-depth interviews with children and parents, and professional support for the duration of the match, research has shown that one-to-one mentoring can have a profound effect on young people. The need for caring mentors in the lives of at-risk youth is apparent, and we have more than 400 children who are waiting to be matched with a Big Brother or Big Sister. Our Community-based program allows children and volunteers to participate in activities in the wider community.

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

Our Site Based program is based on two models: 1:1 mentoring that takes place at specific schools, and our new Beyond School Walls program in which students meet with their mentors at the mentor’s workplace. In both models, Bigs and Littles follow a grade-specific curriculum facilitated by BBBS staff. Bigs, Littles and parents/guardians receive ongoing support from our staff following the same best practices we adhere to in our community-based mentoring program. In addition to the positive impact of the mentoring relationship, workplace mentoring provides young people in the program with exposure to a range of career options to reinforce the relevance and importance of doing well in school, and help them broaden their vision of what is possible for the future.

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

We created this innovative new program in response to the needs expressed by middle school principals, counselors, and administrators for trained positive adult role models to provide consistent and direct mentoring for students who are exhibiting classroom disruptions, student conflicts and other behaviors at unprecedented levels. We launched the three-year pilot in September 2022 at three middle schools.

The program has several unique features, which were developed based on research and national best practices:
• Mentoring is provided on a consistent weekly schedule
• It offers both one-to-one and group mentoring, based on the needs of the students
• Groups are small, with a ratio of no more than 5 students for every mentor
• Mentoring is provided by Lead Mentors, who are employees of BBBSMA trained to deliver effective mentoring and work full-time in their assigned schools
• We utilize a specialized curriculum that aligns with the goals of the program

Population(s) Served
Children and youth
At-risk youth
Economically disadvantaged people

Where we work

Awards

National Large Agency of the Year 2012

BBBSA

Gold LEED Certification 2013

Green Building Certification Institute

Gold Standard Award for Quality 2013

BBBSA

Gold Standard Award for Quality 2014

BBBSA

Our results

SOURCE: Self-reported by organization

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

Number of mentors recruited

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

Children and youth, Ethnic and racial groups, At-risk youth

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

The number of new matches made between volunteers and children in our 1:1 mentoring programs.

Percentage of participants who are promoted to the next grade on time

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

Children and youth, Ethnic and racial groups, At-risk youth

Related Program

Community-Based Mentoring Program

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

For participants in our program, we use reporting from students, parents and mentors to access grade promotion.

Percentage of seniors who graduate from high school on time

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

Children and youth, Ethnic and racial groups, At-risk youth

Related Program

Community-Based Mentoring Program

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

We track this metric through contacts with youth, parents and mentors.

Percentage of seniors who pursue post-secondary educational opportunities or the military

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

Children and youth, Ethnic and racial groups, At-risk youth

Related Program

Community-Based Mentoring Program

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Post-secondary educational opportunities can include 4-year and 2-year colleges, as well as the military or trade school. In 2022, this metric was impacted by COVID-related challenges for families.

Percentage of participants who do not become involved in the juvenile justice system

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

Children and youth, Ethnic and racial groups, At-risk youth

Related Program

Community-Based Mentoring Program

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

For children active in our program, we track this metric through reporting from youth, mentors and parents.

Number of months, on average, that a child and mentor are matched in our program.

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

Children and youth, Ethnic and racial groups, At-risk youth

Related Program

Community-Based Mentoring Program

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

We track length of time matched through our client management system. All parties of the match must make regular contact with our program staff and report appropriate activities to remain matched.

Number of children served

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

Adolescents, Children, Preteens

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

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.

We use research-based practices to develop mentoring relationships that create real change for the children and youth in our program. Our strategic plan covers the period 2023-2026, and was informed by a strategic analysis of our data and program results, as well as interviews and focus groups with funders, partners, parents and volunteers. Through a collaborative process with the Board of Directors, Executive Leadership Team and Staff, we created strategic themes, objectives and initiatives to support those priority outcomes and make our vision actionable. Our strategic themes and correpsponding objectives are outlined below.

• Create a robust portfolio of service delivery models
-- Serve more Littles through quality mentoring relationships
-- Reduce the number of Littles on the waiting list
•Ensure Quality Programming
-- Enhance quality and consistency of the Little experience
-- Improve outcome measurement, reporting and utilization of data
• Improve Volunteer Mentor Experience
-- Increase the number of volunteers heavily invested in the mission of BBBSMA
-- Assess and increase satisfaction of Bigs
-- Increase retention of volunteer mentors
-- Reduce time Littles are on the waiting list
• Strengthen Internal Capacity
-- Increase staff retention and efficacy
-- Elevate the culture of belonging, purpose and trust
-- Increase and sustain revenue
-- Expand funding channels

The Board of Directors made the decision to sell our building at 1382 Peachtree Street so that we can use the proceeds to promote greater financial stability for the agency, have greater presence in the communities we serve, and invest in the program. In April 2021 we closed on the building sale. After the building sale, we were able to fully pay off long-term debt, create an operating reserves and a Board-designated endowment. In late 2021 we completed a Capacity-Building Campaign to fund the following projects that will move our strategic plan forward.

New service delivery model: With funding from a new capacity-building campaign, we will implement a new process that allows small teams of match coaches to work together to serve a defined area. Program participants will have more consistent contact throughout the process and also builds relationships with members of the regional team. Employees will have more variety in their job functions and work with a smaller number of program participants, so stronger relationships are built.

Increase Training and DEI Support: Having increased resources for training is crucial to meeting the changing needs of our volunteers, children and staff. Mentoring brings together people of different backgrounds and it is crucial that we provide the training they need to create successful relationships. As a black-led nonprofit that typically serves 98% children of color, we have to be leaders in this conversation about racial equity. We are committed to becoming more intentional about this work. In October 2021 we hired our first Director of Training and DEI.

Regionalize program services: We envision having three satellite offices, in addition to our new headquarters office located in the West End of Atlanta, in place by 2024. This strategy works in conjunction with our new service delivery model to better serve our children and volunteers.

Build fundraising and marketing capacity: In 2022 we will add two new positions: Director of Individual Giving and Director of Corporate and Community Engagement. These positions will help us grow our funding sources and support our long-term growth.



We have been serving children through one-to-one mentoring programs since 1960, so we have the expertise to deliver high-quality mentoring programs. We follow the Big Brothers Big Sisters of America model, which includes thorough screening and training of volunteers, in-depth interviews with children and parents, and professional support for the duration of the match, research has shown that one-to-one mentoring can have a profound effect on young people.

In 2022, we were able to increase the number of youth served by our programs by 27%. Our average length of a match in our community-based program was 38.6 months and the site-based program was 20.9 months.

This growth was in large part due to the launch of a new program: Level Up: Future-Focused In-School Mentoring. We created this innovative new program in response to the needs expressed by middle school principals, counselors, and administrators for trained positive adult role models to provide consistent and direct mentoring for students who are exhibiting classroom disruptions, student conflicts and other behaviors at unprecedented levels. We launched the three-year pilot in September 2022 to provide mentoring within the middle school setting at three APS Title 1 middle schools: Luther J. Price, Jean Childs Young, and Herman J. Russell West End Academy. In the first year the program served 292 students at the three schools.

We also grew our Beyond School Walls workplace mentoring program to serve three schools through partnerships with three different corporations.

Overall results of our program:
98% of students were promoted to the next grade on time
98% did not become involved in the juvenile justice system
98% of high school seniors graduated on time
76% of graduating seniors reported plans to pursue post-secondary education or military service

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.
  • 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

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

    We collect feedback from the people we serve at least annually, 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 act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time

Financials

Big Brothers Big Sisters of Metro Atlanta, Inc.
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Operations

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

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Connect with nonprofit leaders

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Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Big Brothers Big Sisters of Metro Atlanta, Inc.

Board of directors
as of 05/05/2023
SOURCE: Self-reported by organization
Board chair

Ms. Rita Breen

Georgia Power

Term: 2023 - 2024

Amy Hertz Agami

Hertz Family Foundation

Julie Branicki

EY

David Duncan

Georgia-Pacific

Gerard Gibbons

UPS

Peter Lauer

PEL Ventures

Gregory Pope

Masters Capital

Rita Breen

Georgia Power

Angela Blank

Community Activist

Forrest McClain

Reicon Capital

Nelson Boyce

Google

Ron Stewart

Investor

Mark W. Tipton

First Horizon Bank

Terry Brantley

Brantland, LLC

Stuart Brown

Arby's Foundation

Jennifer Johnson Burns

Equifax

Richard Makerson

BlueFletch

John (Jack) Markwalter

CIBC Private Wealth Management

Cody Partin

Cox Enterprises

Jerold R. Recht

JRi Solutions

Malcolm Berkley

UPS

Debra Faulk

Wells Fargo

Michael Lipton

Collier's

Urcel Fields

Peach State Health Plan

Sarah Stansberry

Fiserv

Timothy Wilkerson

The Home Depot

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? No

Organizational demographics

SOURCE: Self-reported; last updated 5/5/2023

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
Black/African American
Gender identity
Male, 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: 10/20/2020

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 disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • 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 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 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.