Big Brothers Big Sisters of Coastal & Northern New Jersey
Defenders of Potential
Big Brothers Big Sisters of Coastal & Northern New Jersey
EIN: 22-2115416
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Community Based Mentoring Programs.
We serve 10 New Jersey Counties:
Bergen, Passaic, Sussex, Warren, Morris, Hunterdon, Somerset, Middlesex, Monmouth, and Ocean.
This program is all about individualized attention and time spent with an adult volunteer and a child. Activities typically last 2 to 4 hours and occur twice a month. The mentor (Big) picks up the child (Little) at the child's home for a free or low-cost community activity during which a child may learn new skills, explore new interests, or expand their experience beyond their family and neighborhood.
School Based Mentoring Program
This program matches local High School students with elementary and middle school children. The mentoring sessions take place at the child’s school. Case managers closely supervise and provide activities for the matches to do together. The commitment is one academic year, with weekly or bi-weekly sessions that are planned and facilitated by BBBS case managers and school liaisons. These students
learn to become caring adults while at the same time providing a positive role model for younger children
in their community.
Beyond School Walls Mentoring Program
We partner with companies and their empoloyees. Employees become Bigs and meet with their Little Brother or Sister on a weekly or bi-weekly schedule at a specified site and time for an entire school year. BBBS case managers will work with site facilities to plan and oversee ongoing one-to-one mentoring sessions and guest speakers with discussions and projects to work on
together.
Big Brothers Big Sisters case managers provide training and ongoing support to ensure a positive experience for both the mentor and mentee.
Where we work
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
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
Hours of mentoring
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
Number of youth who demonstrate that they avoid risky behaviors
This metric is no longer tracked.Totals By Year
Population(s) Served
Adolescents, Children, Preteens
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of youth who demonstrate that they avoid using illegal substances
This metric is no longer tracked.Totals By Year
Population(s) Served
Adolescents, Children, Preteens
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of youth who demonstrate that they have developed a strong sense of self
This metric is no longer tracked.Totals By Year
Population(s) Served
Adolescents, Children, Preteens
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of youth mentored
This metric is no longer tracked.Totals By Year
Related Program
Community Based Mentoring Programs.
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
In 2022, we provided 1,543 children in our communities with mentoring, empowerment programs, and professional case management so they may build resilience through positive childhood experiences.
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
OUR MISSION
Create and support one-to-one mentoring relationships that ignite the power and promise of youth.
OUR VISION
All youth achieve their full potential.
What are the organization's key strategies for making this happen?
When a volunteer mentor ("BIG") is matched with a mentee ("LITTLE"), a relationship starts to form. As with all relationships, time builds a bond. Trust develops and the impact becomes more significant. A Little sees his or her Big as someone to talk to about problems and fears, goals and dreams. A person who introduces new experiences. A role model who has high expectations and believes they can be met.
We know mentoring changes lives. Our research shows that when a Little is matched with a Big, that young person is less likely to engage in risky behaviors like drug and alcohol use, and more likely to attend class and feel competent in school.
The BBBS one-to-one mentoring model has been studied and improved upon for decades, and as a result, Big Brothers Big Sisters continues to be the gold standard of mentoring. BBBSCNNJ mentoring program has positively impacted thousands of lives.
What are the organization's capabilities for doing this?
For 45 years, our model has been to match one youth with one adult volunteer in a long-term mentoring relationship.
In all of our programs, Bigs are carefully screened by trained staff and thoughtfully matched with Littles.
In our Community Based Mentoring Program, Bigs and Littles do activities in the community. They might attend a sporting event, grab pizza, do an art project, or visit a museum.
In our School Based Mentoring Program, Bigs and Littles meet at the Little’s school or in another structured environment. They might play on the playground, do homework, shoot baskets, or read a book together.
In our Workplace Mentoring Program, a company offers its employees the chance to be matched in one-to-one mentoring relationships and to participate in mentoring activities at the workplace during work hours. The Littles get the benefits of mentoring and exposure to a professional setting, the Bigs get the convenience of mentoring during work hours, and the company encourages and supports employee volunteerism, which is shown to lead to increased employee satisfaction and retention.
Back on Track Mentoring Program is a positive alternative for youth that have committed a first-time minor offense. In lieu of being charged, the youth have the opportunity to commit to 6 months in a Diversion program and if completed successfully, their record will be cleared. This program was created in 2018 in partnership with the Monmouth County Human Services Division.
In our College Mentoring Program, students from a local college volunteer to mentor high school students who come from a disadvantaged area. The younger students meet with their mentors on campus. The program exposes the students to the college experience and they explore majors, learn about the enrollment process, and are given the tools to pursue their dreams through education.
Our C.A.R.E.S Program (Creating Access to Resources, Events, and Support) was developed for all youth enrolled in BBBSCNNJ as a way to address needs and provide benefits that go beyond mentoring. Through this initiative, BBBSCNNJ staff helps connect the families we serve to resources for needs such as home and food security, clothing, mental healthcare, tutoring, camp scholarships, school supplies, groceries, and gifts during the holidays.
While all BBBS services are free to families, there is a cost associated with our professionally supported matches. This includes interviewing the volunteer, checking references, enrolling the Little, creating an optimal match based on personality and interests, and supporting the match by connecting with the Little, the Big, and the parent on a consistent basis to offer ideas to strengthen the relationship and troubleshoot problems. Funding must cover not only the matching process, but also volunteer recruitment, local office administration, youth outcomes analysis, and volunteer and staff training.
What have they accomplished so far and what's next?
Over 8,130 youth served since we started in 1976
35 months is the average match length in a Community Based relationship
Locally, our 2020 Outcomes Report was compiled from completed Youth Outcomes Surveys (YOS) given to our Littles and shows the positive impact of their friendship with their BIG:
--96% were competent in avoiding risking behaviors like tobacco, drugs, and alcohol use
--95% were competent in avoiding peer violence
--98% reported that they had not been arrested for a crime, offense, or violation
--85% improved or stayed the same in their feelings of scholastic competency
--92% felt confident in their social acceptance
--87% maintained or had improvement in the relationship with their parent(s)
--93% maintained or improved their grades in school
--95% believe they will graduate high school
--92% believe that they will go onto and graduate from college
--80% improved or stayed the same in their school attendance
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
BBBSCNNJ serves youth ages 6 to 18 through our Community Based, School Based, College, Workplace, Youth Empowerment, and Bigs in Blue Mentoring Programs.
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How is your organization using feedback from the people you serve?
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 strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
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 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
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
14.75
Months of cash in 2020 info
9.5
Fringe rate in 2020 info
22%
Funding sources info
Assets & liabilities info
Big Brothers Big Sisters of Coastal & Northern New Jersey
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Big Brothers Big Sisters of Coastal & Northern New Jersey
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
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.
Big Brothers Big Sisters of Coastal & Northern New Jersey
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of Big Brothers Big Sisters of Coastal & Northern New Jersey’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
Business model indicators
Profitability info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $162,655 | $209,682 | $95,421 | $32,656 | $830,684 |
As % of expenses | 17.2% | 20.8% | 8.7% | 2.4% | 43.1% |
Unrestricted surplus (deficit) after depreciation | $155,089 | $207,887 | $93,783 | $30,136 | $817,231 |
As % of expenses | 16.2% | 20.6% | 8.5% | 2.2% | 42.1% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $1,108,088 | $1,217,191 | $1,200,085 | $1,380,689 | $2,598,093 |
Total revenue, % change over prior year | 18.3% | 9.8% | -1.4% | 15.0% | 88.2% |
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 | 0.1% | 0.1% | 0.3% | 0.5% | 0.2% |
Government grants | 6.0% | 4.7% | 10.2% | 19.8% | 9.6% |
All other grants and contributions | 93.9% | 95.1% | 89.5% | 79.7% | 90.1% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $948,381 | $1,007,062 | $1,101,261 | $1,355,931 | $1,929,074 |
Total expenses, % change over prior year | 8.9% | 6.2% | 9.4% | 23.1% | 42.3% |
Personnel | 75.1% | 74.4% | 76.0% | 75.7% | 78.9% |
Professional fees | 4.2% | 4.1% | 4.7% | 4.2% | 6.4% |
Occupancy | 5.8% | 5.6% | 5.2% | 4.8% | 4.3% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 3.1% | 1.6% | 1.2% | 2.9% | 1.6% |
All other expenses | 11.7% | 14.3% | 12.9% | 12.4% | 8.7% |
Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $955,947 | $1,008,857 | $1,102,899 | $1,358,451 | $1,942,527 |
One month of savings | $79,032 | $83,922 | $91,772 | $112,994 | $160,756 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $12,828 | $0 | $0 | $10,602 | $0 |
Total full costs (estimated) | $1,047,807 | $1,092,779 | $1,194,671 | $1,482,047 | $2,103,283 |
Capital structure indicators
Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Months of cash | 6.6 | 8.5 | 8.7 | 6.8 | 9.5 |
Months of cash and investments | 6.6 | 8.5 | 8.7 | 6.8 | 9.5 |
Months of estimated liquid unrestricted net assets | 6.7 | 8.8 | 9.1 | 7.0 | 10.0 |
Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Cash | $518,796 | $711,319 | $798,655 | $772,224 | $1,525,755 |
Investments | $170 | $170 | $170 | $170 | $170 |
Receivables | $23,048 | $40,292 | $47,028 | $122,891 | $151,243 |
Gross land, buildings, equipment (LBE) | $82,406 | $82,406 | $82,406 | $93,009 | $103,174 |
Accumulated depreciation (as a % of LBE) | 91.1% | 93.3% | 95.3% | 87.1% | 91.6% |
Liabilities (as a % of assets) | 2.6% | 1.9% | 1.2% | 12.4% | 6.0% |
Unrestricted net assets | $538,408 | $746,295 | $840,078 | $806,614 | $1,623,845 |
Temporarily restricted net assets | $6,926 | $7,373 | $10,776 | N/A | N/A |
Permanently restricted net assets | $0 | $0 | $0 | N/A | N/A |
Total restricted net assets | $6,926 | $7,373 | $10,776 | $2,878 | $8,284 |
Total net assets | $545,334 | $753,668 | $850,854 | $809,492 | $1,632,129 |
Key data checks
Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Mr. William Salcedo
Development Director
Marybeth Bull
Number of employees
Source: IRS Form 990
Big Brothers Big Sisters of Coastal & Northern New Jersey
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Big Brothers Big Sisters of Coastal & Northern New Jersey
Board of directorsas of 01/24/2023
Board of directors data
Mr. Barry Weshnak
Mr. Peter McGuigan
Withum
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? No -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? No -
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? No -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
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:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data