Big Brothers Big Sisters of Central Florida, Inc.
807 S Orlando Ave
Ste R
Winter Park FL 32789
Contact Information
Address 807 S Orlando Ave
Ste R
Winter Park, FL 32789
Phone (407) 4782996
Fax (407) 4782999
Web and Social Media
Donate with a credit card http://www.bbbscfl.org
Video  
Mission
Mission The mission of Big Brothers Big Sisters of Central Florida is to provide children facing adversity with strong and enduring, professionally supported, 1-to-1 relationships that change their lives for the better, forever. 
Leadership
CEO/Executive Director Mike G. Andriano
Board Chair Mr. Shannon Elswick
Board Chair Company Affiliation University of Central Florida
History
IRS Ruling Year 1973
Financial Summary
Revenue vs Expense Bar Graph
 
 
Projected Revenue 706566
Projected Expenses 706566
Statements
Mission The mission of Big Brothers Big Sisters of Central Florida is to provide children facing adversity with strong and enduring, professionally supported, 1-to-1 relationships that change their lives for the better, forever. 
Impact

 

Big Brothers Big Sisters of Central Florida’s high principles and quality service delivery are a proven standard in professionally supported one-to-one youth mentoring:

  • In 2011, Big Brothers Big Sisters Named #1 Nonprofit for At-Risk Youth by GuideStar’s Philanthropedia.
  • In 2010, we received the National Gold Standard Award for quality services.
  • In 2009, the Walt Disney World Company awarded Big Brothers Big Sisters of Central Florida the Dianna Morgan Children’s Champion Award for outstanding service and impact with at-risk youth.
  • In 2007, Big Brothers Big Sisters of America ranked Big Brothers Big Sisters of Central Florida as one of the nation’s top performers for double-digit quality growth.
  • In 2006 Brevard County School District recognized Big Brothers Big Sisters of Central Florida as a best practice model. This recognition continues to date.

Big Brothers Big Sisters of Central Florida’s focus is to build and support high-quality, long-lasting mentoring match relationships for the growing number of at-risk children throughout Central Florida. Independent research affirms that professionally supported one-to-one mentoring positively impact children’s lives, and further finds that the impact multiplies over time. Every dollar invested in quality youth mentoring programs yields a $3 return in benefits to society at a minimum (National Mentoring Partnership).

Independent Research has been conducted on this organization's theory of change or program effectiveness? Yes
Needs

Greatest Need: Big Brothers Big Sisters of Central Florida successfully changes lives for hundreds of at-risk children throughout Orange, Osceola, Seminole, Brevard and Lake Counties, Florida. To date, there are about 100 children in need on our waiting list for services. Our greatest need as an agency is funding to build the staffing capacity (increase general operating revenue) to effectively serve these children in professionally supported one-to-one mentoring relationships.

Secondary Needs: 1) Financial support to build an operating reserve account to ensure the sustainability of the organization through challenging economic times; 2) Office Space: Big Brothers Big Sisters of Central Florida is presently in an expansion mode to facilitate the increasing need for our services. With that, the organization has outgrown our present office space of 3,200 square feet and must find approximately 4,500 to 5,000 square feet of centrally located space to accommodate our expanding staff;  3) Male volunteer mentors: 80% of the youth on our waiting list are boys seeking an adult male role model;  4) Endowment program. 
Background

Big Brothers Big Sisters of Central Florida is an independent affiliate agency of Big Brothers Big Sisters of America. Founded in 1975, Big Brothers Big Sisters of Central Florida’s mission is to provide children facing adversity with strong and enduring, professionally supported one-to-one relationships that change their lives for the better, forever.

For the past 42 years, Big Brothers Big Sisters of Central Florida has provided one-to-one mentoring services in Central Florida through a Community-Based Mentoring program. The Site-Based Mentoring program was started in 1999 after our annual evaluation process indicated a need to reach the community’s youth through other channels. This program added an academic improvement component to support our overburdened schools and better support the lowest 20% academically performing youth.

Big Brothers Big Sisters of Central Florida consistently develops our programs to ensure child safety, enhance quality, and increase the measurable outcomes of services.

 

CEO Statement Big Brothers Big Sisters of Central Florida is unique in that our focus is on early intervention, prevention, and a holistic approach to individual children’s needs and their environment. Mentoring takes place in the community where children live, go to school and play. This is important because they learn to integrate new coping mechanisms, decision-making skills, high-risk avoidance, and other healthy developmental assets in a real-life setting. Professionally supported one-to-one mentoring provides individualized care and planning that targets youth’s personal needs while building on their individual strengths.  Big Brothers Big Sisters of Central Florida addresses risk factors directly and provides skills and opportunities to replace the negative or risky behaviors. This model approach enables youth to grow and develop into happy, healthy adolescent & adult contributors to society which supports our schools, enhances family values and makes our community stronger by reducing juvenile crime, enhancing quality of life, and building a strong workforce and engaged society for tomorrow.
Board Chair Statement
For 42 years, Big Brothers Big Sisters of Central Florida has enriched the lives of thousands of children by connecting them with caring volunteer mentors knows as "Big Brothers" or "Big Sisters".  The relationships formed between a Big and a Little can have profound long-term effects on many aspects of a child's future, including their self-confidence and success in academics, as well as their future career ambitions and the productive role they will grow to hold in our thriving Central Florida community.  As President of the Board of Directors, I've seen firsthand the difference these relationships can make in the life of a child - especially for our local at-risk youth who face indescribable challenges in their everyday lives.  For these children, a Big not only serves as a positive role model, but brings a vital sense of consistency, support and compassion into a child's life. 
CEO/Executive Director/Board Comments
We serve children who are struggling at school, home or socially. Our children face adversity and most usually come from diverse lower income families.
NTEE Information
Primary Organization Type Youth Development
Primary Organization SubType Big Brother, Big Sisters
Secondary Organization Type Human Services
Secondary Organiztion SubType Children's and Youth Services
Areas Served
Geographic Areas Served
FL - Brevard
FL - Lake
FL - Orange
FL - Osceola
FL - Seminole
Big Brothers Big Sisters of Central Florida serves youth ages 6 - 17 throughout Orange, Osceola, Seminole, Brevard and Lake Counties, Florida.
Goals
HelpWhat is the organization aiming to accomplish? This is the organization's ultimate goal for intended impact.

Our vision is for all children to achieve success in life. We strive to do this by working to change children's lives through professionally supported one-on-one mentoring relationships. By providing academic, developmental and social goal setting through positive, safety checked mentoring guidance, we see children who are facing adversity improve their grades, their attendance in school, graduation rate, educational aspirations, and behavior.

The goals for youth who participate in our program are as follows:

  • To refrain from dropping out of school;
  • To improve their grades in school;
  • To reduce risky behaviors, like truancy, drug and alcohol use;
  • To develop higher aspirations following graduation from school;
  • To refrain from early pregnancy; and
  • To refrain from any new or additional involvement with the juvenile justice system.
Strategies
HelpWhat are the organization's strategies for its stated long-term goals?

Professionally supported mentoring programs help youth improve school attendance, academic performance and the ability to be promoted to the next level. Mentoring ultimately enables students to stay in school, resist delinquent behavior and improve their access to post-secondary education. Mentoring reduces drug and alcohol abuse, youth violence and drop-out rates while enhancing emotional health. National and local studies show that children who have role models are more likely to improve in academics and in relationships with family and friends. They are also less likely to skip school, use illegal drugs or alcohol. Students who are successful in school are less likely to drop out, abuse drugs or commit crimes therefore building safer communities.

The match (Big and Little) meet on average for 10 hours per month (four hours minimum) and work on individualized match goals and academic improvement plans customized to meet the specific needs of the child. A personalized Youth Outcome Development Plan (YODP) is created to address the academic, behavioral and developmental goals at the onset of the match. Each match is measured against the success of the outcomes related to these goals. Before a child meets their mentor for the first time, a professionally trained case manager determines the academic, behavioral and developmental goals for each child. When the volunteer is matched with the child, a match meeting is scheduled for the volunteer, parent and child to meet and go over the YODP. The volunteer and child, along with the parent/guardian, determine what activities they will incorporate into their mentoring sessions to obtain the established goals over the next 12 months. The goals are then monitored on a monthly basis by the case manager in the monthly assessments and surveys to ensure the quality of the match as well as ensure child safety and adherence to guidelines. We also provide agency supported match activities to support the cultivation of the match.

Capabilities
HelpWhat are the organization’s capabilities for doing this? What resources, capacities, and connections support its progress towards long-term goals?

Our agency's professionally trained staff provide the interviews, assessments and quality assurance to support 50-60 matches each year. We have 13 program staff dedicated to providing these services to the community. We partner with 13 schools, other community organizations and corporations throughout Central Florida to serve as sites for providing mentoring services, referrals sources for volunteers and youth as well as financial and marketing support for educating the community on what we do. Our website and Facebook communicate with the public our new matches, successful match activities and celebrate the accomplishments of what mentoring does.

Indicators
HelpHow will the organization know if it is making progress? What are the key qualitative and quantitative indicators against which the organization assesses its progress toward its intended impact?

As part of BBBSCFL’s accountability statement in our strategic plan we partner with families & hold ourselves accountable for each child in our program achieving: 1) Higher aspirations, greater confidence, & better relationships with their families & peers, 2) Avoidance of risky behaviors, and 3) Educational success. These goals are achieved in partnership with community partners, parents, & the youth themselves.

Community and Site-Based Mentoring seeks to change our youth and their family’s perspective through the following:

Outcome 1: Increase in Higher Aspirations & Competencies

• Description: Student has higher aspirations, gains confidence to overcome challenges & improves relationships with family & community
• Indicators: Relationship with mentor, diversity awareness/sensitivity, relationship with family & community
• Measurement: Strength of Relationship Survey, Youth Outcome Survey, Average Match Length, Retention Rate, Match Support

 

Outcome 2: Increase in Educational Achievement
• Description: Student stays in school, performs better overall in academics, including in reading abilities & is more likely to graduate
• Indicators: Improved attitude toward school, sense of future, academic performance
• Measurement: Youth Outcome Survey, Report Card, Truancy Report, Substance Abuse & Self Esteem Evaluation
 
Outcome 3: Increased Avoidance of Risky Behavior
 
• Description: Student avoids risky behavior in and out of school and avoids the Juvenile Justice System
• Indicators: Positive relationships with peers, a decrease in at-risk behaviors, improved decision making, healthy lifestyle.
• Measurement: Youth Outcome Survey
Progress
HelpWhat has and hasn’t been accomplished so far?

BBBSCFL outcomes tie directly to academic success & overall positive health & well-being of youth. Our professional agency staff work continually with the child/youth, mentor, parent & school to ensure successful outcomes.

94% of youth increased in their confidence in school

87% of youth feel they are more socially accepted

92% of youth reported stronger parental relationships

91% of our youth saw an increase in their educational aspirations

100% of youth refrained from becoming teen parents

Indicators that are used include positive relationships with peers, a decrease in at-risk behaviors, improved decision-making, healthy lifestyle, relationship with mentors, diversity awareness/sensitivity, accepting relationships with family & community, improved attitude toward school & academic performance. Our Measurement Tools collect the data to prove our success & include BBBS Youth Outcome Survey, program outcome evaluation, Strength of Relationship survey, average match length, retention rate, match support, report card & truancy report.

Programs
Description

In the Community-Based Mentoring program, children “Littles” ages 6-17, are matched with caring adult volunteers “Bigs” from the community in one-to-one mentoring relationships that meet year round. These relationships are designed to provide individualized attention to the child, building self-esteem and academic success, improved decision-making skills and communication with peers and parents – all supporting the happy, healthy development of each child. Bigs must complete an in-depth interview process, background check and BBBSCFL orientation and training prior to being approved to volunteer. Littles and parent/guardian also participate in an in depth interview process, which helps facilitate an optimal mentoring match.

 

Bigs and Littles meet to share fun activities across Central Florida at least twice a month. Each match is unique and they develop a schedule that works for them. These simple experiences are actually opportunities for a Little to be heard, supported, guided and awakened to new possibilities. Throughout the life of the match, BBBSCFL provides ongoing professional support and guidance to volunteers and families.

Population Served Children Only (5 - 14 years)
At-Risk Populations
Adults
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. Community-based mentoring helps youth develop their self-esteem and improve decision-making and communication skills.  As youth's character is developed, they become more productive adolescents able to resist delinquency.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. The ultimate goal of community-based mentoring is to help youth develop into more competent, confident, caring individuals who positively contribute to society.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Big Brothers Big Sisters measures the effectiveness of its programs through the use of three survey models. These  focused versions of activity and attitude measurement drawing on Search Institute’s research-based framework of 40 developmental assets, which include critical experiences, relationships, and opportunities that help young people make positive choices and avoid high-risk, negative behaviors. 

During the application/assessment process, a baseline case plan is created by professional staff using all information gathered for each child. Staff use the data from the Outcome Evaluations to help volunteer Bigs plan conversations, opportunities and activities that can build “assets” and promote positive youth development.  At the 1-year anniversary date and every year thereafter, staff collect subsequent evaluation forms to compare them to the baseline case plan. A comparative analysis of the evaluations measure the improvements of the Little as a result of being matched in a one-to-one mentoring relationship with the Big.

Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. Dakota was a 12 year old girl referred to Big Brothers Big Sisters of Central Florida after being placed in a foster care group home. Dakota was a young girl struggling alone. With no family or consistent adult in her life, she was falling victim to the negative circumstances of the violent, crime-ridden community in which she lived. Dakota was clearly showing signs of delinquency: she was stealing from others living in the group home and she was verbally aggressive in school.

Dakota wanted to be part of our program because she thought “it would be cool to have someone put in the time” to be with her. Big Brothers Big Sisters of Central Florida found a wonderful Big Sister for her and Dakota’s Big Sister has been a consistent adult figure in her life through many challenging circumstances: the death of her grandmother and a recommendation for Dakota to be placed in the care of her father who she could not remember and who had just been released from jail for killing her brother. Needless to say, Dakota’s life has been a hard one. During the roughest times, she began cutting herself and was expelled from school for bringing a razor blade on campus. Through all of this Dakota’s Big Sister was there. They met often and talked on the phone regularly. Dakota reported that her Big Sister was “the only good thing in my life”.

One year after being matched through the community-based mentoring program, Dakota stopped cutting herself, she was smiling and having some fun, and she decided that she wanted to “stay away from negative people because they try to bring me down” Dakota’s Big Sister helped her stay focused and earn her way back in to school.

Today, Dakota is 14 years old. She in an A, B honor roll student and has not has not had any behavioral problems in over a year.

Description

In the Site-Based Mentoring program, children “Littles” ages 6-17, are matched with caring adult volunteers “Bigs” in one-to-one mentoring relationships at a designated school or workplace.  The match works with staff on an individualized educational plan geared to improve the child’s academic performance and future success. In addition, the pair spends time each week reading, talking, and building a positive relationship that teaches virtues needed beyond structured academic learning. 

 
Bigs must complete an in-depth interview process, background check and BBBSCFL orientation and training prior to being approved to volunteer.  Littles and school teachers/guidance counselors also participate in an in depth interview process, which helps facilitate an optimal mentoring match.   
Population Served Children Only (5 - 14 years)
At-Risk Populations
Adults
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

Through professionally supported one-to-one mentoring services that include individualized academic improvement plans, poorly performing students improve their school attendance, improve their academic performance, increase their promotion rates and increase high school graduation rates.

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

The ultimate goal of the School/site-based mentoring program is to reduce the high-school dropout rate and ensure that youth become educated young adults capable of supporting themselves and their families while positively contributing to society.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Big Brothers Big Sisters of Central Florida measures the effectiveness of its academic improvement plans and ability to keep children in school/increase promotion and graduation rates, through the use of quarterly report cards. Youth participating in the school/site-based mentoring program have a baseline academic and attendance score established at the time of enrollment in the mentoring program. Youth’s report cards are collected and analyzed each quarter to measure baseline changes and to make revisions to the academic improvement match plan as needed.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. Five years ago 13 year old Tyshan was struggling with academics and with anger management issues. Without intervention, he would have probably found himself behind bars or worse. Instead, you can currently find the now 18 year old on Parris Island training to be a United States Marine. In 2002, Tyshan was matched with Bob through Big Brothers Big Sisters. Throughout many highs and lows, their relationship survived and flourished. Tyshan graduated from high school one year early and started working nights and weekends at a local grocery store. After much thought he eventually made the decision to join the Marine Reserve. Tyshan was never in ROTC in high school, but his scores on the ASVAB were so impressive that after his completion of Marine basic training, he will enter officer training school. The Marine Corps will also be paying his way at the University of Miami. Upon graduation and completion of 2 years of active duty, Tyshan plans on working in the music industry. Tyshan is a shining example of what BBBS does with the help of dedicated and caring volunteers like Bob. The BBBS program has the potential to take an academically struggling, violence-prone 13 year old and transform them into a highly disciplined individual willing and capable to reach their full potential.
Comments
CEO Comments Big Brothers Big Sisters has been the leader in one-to-one youth services for more than a century, developing positive relationships that have a direct and lasting impact on the lives of young people ages 6 through 17. Big Brothers Big Sisters of Central Florida's programs are high-quality, effective and efficient. By engaging community volunteers to serve as change agents in the lives of children, we build community, tackle difficult issues, enhance quality of life, and ultimately shape the future of our society.
Board Chair
Board Chair Mr. Shannon Elswick
Company Affiliation University of Central Florida
Term July 2016 to June 2018
Board Co-Chair
Board Co-Chair ,
Board
Board Members
NameCompany AffiliationsStatusCertificate*
Alan Apte 9th Judicial Circuit JudgeVoting
Rich Bradley Shoppers' Critique InternationalVoting
Dan Bradley Dickeys BBQVoting
Tim Carrier SeaWorldVoting
Sandra Chen Universal OrlandoVoting
Nicole Dubinsky Dippin' DotsVoting
Shannon Elswick UCF/Leading Edge HealthcareVoting
Leon Fenn Eagle Communication ServicesVoting
Michael Ferguson Lockheed MartinVoting
Arne Haak AirTran AirwaysVoting
Gary Heath Massey ServicesVoting
Deron Lacy City National BankVoting
Todd Persons Todd Persons CommunicationsVoting
Carmen Piscitelli CHEPVoting
Timmy Rupeiks Vaco Orlando, LLCVoting
David Salazar Axis OrlandoVoting
Charles "Nick" Sands The Pizzuti CompaniesVoting
Ed Schrank Trident DevelopmentVoting
Brian Wickman BMO Harris BankVoting
*This individual has been awarded a Certificate in Orientation to Board Service by the Edyth Bush Institute for Philanthropy & Nonprofit Leadership at Rollins College ebi.rollins.edu,
Board Term Lengths 3
Board Term Limits 2
Board Ethnicity
Asian American/Pacific Islander 1
Caucasian 15
Hispanic/Latino 2
Native American/American Indian 0
Other 0
Other (if specified) 0
Policies
Written Board Selection Criteria Yes
Written Conflict of Interest Policy Yes
Percentage of Monetary Contributions 31%
Percentage of In-Kind Contributions 89%
Constituency Includes Client Representation No
Standing Committees
Standing Committees
Committee Name
Board Development / Board Orientation
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Marketing
Comments
CEO Comments The Board’s goal is to have a strategic, more focused Executive Board of Directors, and a broader, more industry diverse General Board. The Agency’s programs are mature and scalable for growth. We believe the executive responsibilities are best exercised through a focused group of committed volunteer directors, who draw from a diverse group of affiliated members who are free to contribute and participate in ways commensurate with their time, talents and resources.
CEO/Executive Director
CEO/Executive Director Mike G. Andriano
Term Start June 2015
Email mandriano@bbbscfl.org
Experience

With more than 25 years of senior management, leadership and philanthropy experience, Mike Andriano was hired to lead the staff at Big Brothers Big Sisters of Central Florida in June, 2015.

Mike  is responsible for the day to day operations of the non-profit agency dedicated to help children facing adversity reach their full potential through professionally supported mentoring programs.



CEO Salary Range $50,001 - $75,000
Former CEOs
Former CEOs
NameStartEnd
Todd Hess Sept 2014May 2015
Jada Smith Sept 2011Aug 2014
Staff
Number of Full Time Staff 12
Number of Part Time Staff 2
Number of Volunteers 650
Number of Contract Staff 1
Staff Retention Rate 90%
Senior Staff
Title Program Manager
Experience/Biography

Glen Marie Hamilton is the Program Manager at Big Brothers Big Sisters of Central Florida. She began her career with Big Brothers Big Sisters in Tallahassee, FL in 2014 and then transitioned to BBBSCFL in May, 2016. Glen Marie is proud to have been raised in the Central Florida community and is a graduate of West Orange High School. Glen Marie's responsibilities include implementing programs, measuring program performance and quality assurance. She holds program staff accountable to achieve individual and team goals.

Glen Marie has a Bachelor’s Degrees in Criminology and Family and Child Sciences from Florida State University.  Glen Marie is an active member of Kappa Delta Chi Sorority, Inc.

Title Director of Development
Experience/Biography

Big Brothers Big Sisters of Central Florida Welcomes Lisa Blackwelder to our team as our Director of Development.

Lisa is no stranger to the community. Born and raised in Central Florida, Lisa grew up in an environment of giving. Whether she was volunteering, raising money at a lemonade stand or giving her allowance to her church, philanthropy was always a priority. She took her passion for philanthropy and put it into action by making it her lifelong career.

Lisa has been involved in many organizations that are focused on making social change from the local level to the international level. For more than six years, Lisa was the development officer at BETA Center where she was responsible for raising nearly $10 million dollars. Before working at BETA Center Lisa worked for the American Cancer Society for nearly seven years. She led a team of fundraisers who organized and raised money through events like Relay for Life and Making Strides Against Breast Cancer. Her first ‘real’ job was at the Chamber of Commerce in Seminole County.

In 2013 Lisa served as the executive director of a family foundation where she guided their philanthropic investments for nearly three years. Since then Lisa has worked at Tuni, which is her family’s business as the Operations Officer, where she provides day-to-day leadership and management.

Her professional achievement earned her a nomination as the Fundraiser of the Year by the Edyth Bush Charitable Foundation and was honored by the Orlando Business Journal as one of the area’s "Top Forty under 40" business executives. Additionally, Lisa was selected as a Rotary International Group Study Exchange Student and represented the district in Uruguay, South America.

Donors and colleagues alike have recognized Lisa for her creative, donor centered approach to raising funds, major campaign experience, in-depth knowledge of development, detailed methodology, and commitment to success.

Serving on the International level and the state level, Lisa is an active member of the Association of Fundraising Professionals, serves on the board of REBUILD globally and is an advocate for Big Brothers Big Sisters (she’s been a mentor to the same Little Sister, Aqua, for ten consecutive years). Additionally, she volunteers for the Winter Park Chamber of Commerce and is a mentor to new professional fundraisers.

Plans
Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Date Strategic Plan Adopted Jan 2016
Management Succession Plan Yes
Organization Policies And Procedures Yes
Other
Collaborations

Big Brothers Big Sisters of Central Florida has collaborative partnerships with schools within Orange, Osceola, Brevard, and Seminole Counties. There is a formal partnership agreement with Human Services Association on the "Communities Empowering Youth" collaborative which includes The Center and the Community Counseling Center of Central Florida. A partnership agreement exists between the Agency and the Christian Prison Fellowship to assist in serving children with an incarcerated parent. Big Brothers Big Sisters is also working in collaboration with Orange County Fire Rescue for our “Bigs with Badges” program. Big Brothers Big Sisters of Central Florida is an active member of the Florida State Association of Big Brothers Big Sisters.

Affiliations
AffiliationYear
United Way Member Agency1975
Awards
AwardAwarding OrganizationYear
Dianna Morgan Children's Champion AwardWalt Disney World's Helping Kids Shine2009
Risk Management Provisions
Risk Management Provisions
Commercial General Liability and D and O and Umbrella or Excess and Automobile and Professional
CEO Comments
Our organization has had many challenges in retaining both Executive and Program staff. Current trends in the non-profit sector show that we are like many non-profits who struggle with the inability to pay competitively for qualified staff that is needed to accomplish our mission. The local non-profits compete for the same qualified candidates and as a result, program and development staff move from one non-profit to another.  At Big Brothers Big Sisters of Central Florida, we are turning this challenge into an opportunity by investing in our new and continuing staff.  We have incorporated into our Fundraising Plan strategies to raise more funds to help us offer more competitive salary packages to not only attract but keep qualified candidates. As a result, our Agency will receive investment back from these employees who will choose to stay with the organization to make it better in accomplishing its mission.
 
Big Brothers Big Sisters of Central Florida had an opportunity through the generous support of a grant from the Winter Park Community Foundation funds at the Central Florida Foundation to hire an Outreach Coordinator to help develop outreach materials as well as a fundraising plan.  When Big Brothers Big Sisters of Central Florida developed and launched our new website with an online platform and hosting capability that allows us to maintain internally our own web material, the Outreach Coordinator was key in helping to create the content and keeping it current and relevant in this fast-paced world of digital media. We now also have an active social media program with regular posts to Facebook, Twitter, and LinkedIn. Our monthly electronic newsletter was launched through Constant Contact and we have worked hard to build up our contacts distribution list to 4,800. The electronic newsletter gives us the ability to keep previous and current donors, volunteers, program family members, and corporate partners informed of our events, and work in the community, and how they can get involved with our mission. As a result, we have been able to market the organization initiatives in a much more effective way through our increased on-line and web presence.  Our Fundraising Plan has taken our fundraising to new heights and we have been strategic in incorporating new innovative ways to raise funds for our organization.
State Registration Yes
State Charitable Solicitations Permit Yes
State Charitable Solicitations Permit Expiration Month May
State Charitable Solicitations Permit Expiration Year 2017
Fiscal Year
Fiscal Year Start July 01, 2016
Fiscal Year End June 30, 2017
Documents
Form 990s
YearDocument
2016990
2016990
2015990
2014990
2013990
2012990
2011990
2011990 signature page
2010990
2009990EZ amended
2008Form 990
2007Form 990
2006Form 990
Audit Documents
YearDocument
2016Audit
2015Audit
2014Audit
2013Audit Document
2012Audit
2011Audit
2010Audit
2009Audit
2008Audit
2007Audit
2006Audit
IRS Letter of Determination
IRS Determination Letter
Detailed Financials
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201620152014
Foundation and
Corporation Contributions
$143,316$100,583$0
Government Contributions$0$0$0
Federal$0$0$0
State$0$0$0
Local$0$0$0
Unspecified$0$0$0
Individual Contributions$51,687$150,374$320,120
$147,290$130,120$320,199
$255,724$404,985$283,410
Investment Income, Net of Losses$0$0$23
Membership Dues$0$0$0
Special Events$58,775$23,083$23,538
Revenue In-Kind$11,802$46,155$5,334
Other$9,433$13,904$8,830
Expense Allocations
Fiscal Year201620152014
Program Expense$665,193$873,330$658,087
Administration Expense$99,329$91,166$70,889
Fundraising Expense$58,326$54,549$79,666
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses0.820.851.18
Program Expense/Total Expenses81%86%81%
Fundraising Expense/Contributed Revenue15%13%12%
Assets and Liabilities
Fiscal Year201620152014
Total Assets$357,043$563,828$662,998
Current Assets$212,797$544,579$650,152
Long-Term Liabilities$3,046$8,054$8,295
Current Liabilities$25,273$82,229$31,317
Total Net Assets$328,724$473,545$623,386
Top Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountEarned revenue $255,724Earned Revenue $404,985Indirect Public Support $320,199
Second Highest Funding Source & Dollar AmountIndirect $147,290Individuals $150,374Individuals $320,120
Third Highest Funding Source & Dollar AmountFoundations and corporations $143,316Indirect $130,120Earned Revenue $283,410
Solvency
Short Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities8.426.6220.76
Long Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets1%1%1%
Capital Campaign
Currently in a Capital Campaign? No
Comments
CEO Comments
Foundation Comments
Financial figures taken from 990s.  990s and audits are reconciled.
Contributions from foundations and corporations are included in total for individuals as they were not separated on the 990.
Voluntary Organizations Active in Disaster
Notes Programs listed here are those that are only activated during a disaster. Some organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. Organization describes previous experience during the immediate response, recovery or rebuilding phases following a disaster.