PLATINUM2023

Big Brothers Big Sisters of Greater Chattanooga

Defenders of Potential

aka BBBS of Greater Chattanooga   |   Chattanooga, TN   |  www.bbbschatt.org
GuideStar Charity Check

Big Brothers Big Sisters of Greater Chattanooga

EIN: 62-0586090

Mission

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

Ruling year info

1973

CEO

Jessica L. Whatley

Main address

2015 Bailey Ave

Chattanooga, TN 37404 USA

Show more contact info

EIN

62-0586090

Subject area info

Adult and child mentoring

Population served info

Children and youth

At-risk youth

NTEE code info

Big Brothers, Big Sisters (O31)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

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

Tax forms

Communication

Programs and results

Reports and documents
2021 BBBSGC Annual Report

What we aim to solve

SOURCE: Self-reported by organization

Working from the vision that all youth achieve their full potential, BBBS creates and supports one to one mentoring relationships that ignite the power and promise of youth. As BBBSGC develops these positive relationships, it holds itself accountable for each Little achieving higher aspirations, greater confidence, better relationships, and educational success, all while avoiding high-risk behaviors. Many of our underserved youth are facing an interconnected set of risk factors that predispose them toward high-risk behaviors. Every day, many of our youth experience the effects of poverty, underperforming schools, weakened family units and negative relationships with their peers and non-parental adults. A mentoring relationship not only has a significant impact on the health and well-being and social capital of the Little, but the entire family.

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?

One-to-one Mentoring

Big Brothers Big Sisters has three major programs. The Community Based Program matches a mentor with a child and they participate in activities in the community 4-6 hours a month, or two times a month. The School-Based program matches a child with a mentor and they participate in activities at the school one hour per week.

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

This metric is no longer tracked.
Totals By Year
Related Program

One-to-one Mentoring

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of children served

This metric is no longer tracked.
Totals By Year
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.

By partnering with parents/guardians, volunteers, and others in the community we are accountable for each child in our program achieving:

• Higher aspirations, greater confidence, and better relationships

• Avoidance of risky behaviors

• Educational success

BBBSGC provides one-to-one mentoring services for seventy-five youth from low-income families between the ages of 6 and 18 in Hamilton, Bradley, and Marion counties. BBBSGC will provide one to one mentoring services through four different programs:
1) Community-Based- This program allows for volunteer mentors (“Big”) and youth (“Little”) to get together twice a month for a minimum of one year enjoying consistent and fun activities together. These activities take place in and around the community and are often free or discounted through community partners.
2) Site-Based- This program allows for a “Big” to visit their “Little” at school or an after-school program for one hour a week during the school year. They form a relationship and have both fun and educational activities available for them to engage in at the site.
3) Beyond School Walls Workplace Mentoring- This program allows for multiple “Littles” to visit their “Bigs” on-site at a local workplace once a week during the school year. “Littles” are transported via school bus to the local workplace and they alternate between a facilitated activity and engaging activities to complete as a match.
4) E-Mentoring – This program allows for “Littles” and “Bigs” to communicate weekly via an e-mentoring platform with an in-person visit once a month. This program is specifically with high school students and allows for the participants to complete activities together and promotes college and career readiness.

BBBSGC has a professional team dedicated to making and supporting matches of “Bigs” and “Littles” and their families. As a part of the BBBS model, each match (Big and Little) are paired with a Case Manager. This case manager provides monthly communication with all parties. They ensure the match is progressing, serve as a coach when issues arise, ensure rules are being followed and that the match is safe for all parties, provide referrals to other services as needed, and document all case notes in the agency management system, Matchforce.

Since 1957, BBBS of Greater Chattanooga has matched thousands of youth with volunteer mentors. These youth have gone on to lead successful lives, going to college, beginning careers and starting their own families. Many of these youth come back and volunteer as a "Big" when they are older. Due to the success of many of our Littles, BBBS started a Scholarship Program and awards scholarship to students going to college or a vocational school after high school.

Financials

Big Brothers Big Sisters of Greater Chattanooga
Fiscal year: Jan 01 - Dec 31
Financial documents
2021 2021 Audit 2019 2019 Audit 2018 Big Brothers Big Sisters of Greater Chattanooga
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

2.16

Average of 86.72 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

8.6

Average of 8 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

20%

Average of 22% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Big Brothers Big Sisters of Greater Chattanooga

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Big Brothers Big Sisters of Greater Chattanooga

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Big Brothers Big Sisters of Greater Chattanooga

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Big Brothers Big Sisters of Greater Chattanooga’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

Created in partnership with

Fiscal year: Jan 01 - Dec 31 picture_as_pdf View full report cloud_downloadDownload data

Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$391,115 $178,360 $141,849 $451,118 $418,374
As % of expenses -53.4% 20.5% 16.8% 40.2% 35.2%
Unrestricted surplus (deficit) after depreciation -$393,794 $175,712 $138,653 $447,662 $407,156
As % of expenses -53.5% 20.2% 16.4% 39.8% 33.9%
Revenue composition info
Total revenue (unrestricted & restricted) $531,954 $729,287 $837,535 $1,425,945 $2,220,080
Total revenue, % change over prior year -11.0% 37.1% 14.8% 70.3% 55.7%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 11.2% 7.8% 4.9% 2.7% 1.8%
Government grants 5.5% 3.6% 24.6% 31.8% 9.6%
All other grants and contributions 83.3% 88.6% 65.4% 51.8% 79.7%
Other revenue 0.0% 0.0% 5.1% 13.6% 9.0%
Expense composition info
Total expenses before depreciation $732,916 $868,634 $844,813 $1,121,696 $1,188,069
Total expenses, % change over prior year 9.4% 18.5% -2.7% 32.8% 5.9%
Personnel 67.7% 71.7% 70.4% 70.2% 65.8%
Professional fees 7.6% 3.9% 4.1% 7.0% 2.3%
Occupancy 2.1% 2.3% 1.3% 1.1% 0.4%
Interest 0.0% 0.0% 0.0% 0.0% 1.3%
Pass-through 3.0% 2.4% 4.9% 4.2% 3.6%
All other expenses 19.7% 19.7% 19.2% 17.5% 26.6%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $735,595 $871,282 $848,009 $1,125,152 $1,199,287
One month of savings $61,076 $72,386 $70,401 $93,475 $99,006
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $2,876 $3,400 $11,830 $1,543,777
Total full costs (estimated) $796,671 $946,544 $921,810 $1,230,457 $2,842,070

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 3.9 1.1 4.9 3.7 8.6
Months of cash and investments 33.6 30.3 34.9 30.7 31.0
Months of estimated liquid unrestricted net assets 17.1 16.8 19.3 19.2 6.8
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $240,599 $80,958 $346,198 $346,115 $855,332
Investments $1,809,146 $2,113,808 $2,111,634 $2,519,236 $2,209,872
Receivables $1,000 $29,512 $67,331 $101,146 $141,397
Gross land, buildings, equipment (LBE) $158,955 $160,849 $159,386 $164,117 $1,585,708
Accumulated depreciation (as a % of LBE) 85.3% 85.3% 85.1% 80.4% 1.3%
Liabilities (as a % of assets) 0.7% 1.5% 7.4% 6.4% 30.1%
Unrestricted net assets $1,066,900 $1,242,612 $1,381,265 $1,828,927 $2,236,083
Temporarily restricted net assets $42,407 N/A N/A N/A N/A
Permanently restricted net assets $974,550 N/A N/A N/A N/A
Total restricted net assets $1,016,957 $996,398 $996,398 $996,398 $1,114,731
Total net assets $2,083,857 $2,239,010 $2,377,663 $2,825,325 $3,350,814

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

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

Documents
Letter of Determination
Form 1023/1024 is not available for this organization

CEO

Jessica L. Whatley

LinkedIn profile

Number of employees

Source: IRS Form 990

Big Brothers Big Sisters of Greater Chattanooga

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Big Brothers Big Sisters of Greater Chattanooga

Board of directors
as of 09/14/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Tara Wiese

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Term: 2024 - 2022

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Jack Bowen

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Ricky Thomas

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Rashaad Williams

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Claire Stout

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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 7/25/2022
info Candid has made improvements to the race and ethnicity options.

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, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

Equity strategies

Last updated: 07/25/2022

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 review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • 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 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.