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PBS SoCal

 3080 Bristol Street, Suite #400
 Costa Mesa, CA 92626
[P] (714) 241-4197
[F] (714) 668-0573
http://www.pbssocal.org
[email protected]
Elizabeth Kurila
FOUNDED: 1972
INCORPORATED: 1983
 Printable 1 Page Summary
 Printable Profile
Organization DBA PBS SoCal
Former Names --
Organization received a competitive grant from the community foundation in the past five years No
Employer Identification Number 95-3220724 00000

Summary


Mission StatementMORE »

PBS SoCal’s mission is to foster a love of learning, culture, and community using the power of public media.

Mission Statement

PBS SoCal’s mission is to foster a love of learning, culture, and community using the power of public media.

FinancialsMORE »

Fiscal Year 2018
Projected Expenses $15,574,606.00
Projected Revenue $19,238,567.00

ProgramsMORE »

  • Early Learning Initiatives
  • To Foster Change

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview


Mission Statement

PBS SoCal’s mission is to foster a love of learning, culture, and community using the power of public media.

Background Statement

In 2011, a small station known as KOCE stepped into its new role as the primary PBS station for Greater Los Angeles and Southern California and became PBS SoCal. KCET had left PBS and we had to ensure that all the PBS programs would remain available to 18 million people in the six diverse Southern California counties. Over the years that followed, we built our foundation, strengthened our programming and reached out to new audiences. We expanded our education services – partnering with schools and after-school programs across the region to help young children become ready for school. And we increased & expanded our community & cultural events throughout SoCal.

Today, PBS SoCal is the top-rated and most-watched public television station in the Greater Los Angeles area, and the third most-watched PBS station in the nation. We now serve the region from our offices in Century City, Costa Mesa, and downtown Los Angeles

 

Impact Statement

PBS SoCal engages the community in an effort to address educational gaps – including kindergarten preparedness and high school dropout rates. Our educational content and outreach programs prepare millions of children for success from cradle to career. We build upon our work by creating experiences for audiences with that explore science, history, nature, and the many subjects we address in our television programming and online content. And we broaden our reach to people wherever they are—online, over the air in their living rooms, or right in their neighborhoods.

Our expertise in mass media provides us with a unique opportunity to use multi-platform social impact initiatives as a means to engage our community in conversations about the issues facing our society. One such initiative – To Foster Change – employs rich content to provide insight and inspire discussion about the challenges faced by our region’s foster youth. We convene community leaders to share what’s working, explore new ideas, and ultimately find new solutions. And in partnership with organizations engaged in the foster care community, we engage with transition age foster youth, helping mentor and train them for media careers, and providing them with a platform to share their stories and pursue their dreams.


Needs Statement

With a strong foundation, PBS SoCal is poised to expand our impact in the community. Over the next five years, PBS SoCal will focus on five priorities:
1. Create and present high-quality content that educates, inspires and entertains.
2. Grow our capacity for engagement so we can directly touch more lives in more ways.
3. Build our technical capabilities so we can innovate and deliver content and experiences to all - anytime, anywhere.
4. Cultivate long-term partnerships with community organizations to amplify our impact - and theirs.
5. Invest in building a stronger organization that can be even more effective in achieving our mission. 
 
 

CEO Statement

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Board Chair Statement

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Other Ways to Donate/Volunteer

You can support the work of PBS SoCal by becoming a sustaining member; making a one-time donation online, by phone, or by mail; donating goods or services; contributing stock or bonds; or becoming a volunteer. 

Geographic Area Served

Central Orange County
West Orange County
South Orange County
North Orange County

Orange County
Los Angeles County
Riverside County
San Bernardino County
Santa Barbara County
Ventura County 

Organization Categories

  1. Arts,Culture & Humanities - Television
  2. Education - Educational Services
  3. -

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Programs


Early Learning Initiatives

Through its Early Learning programs (in partnership with the Corporation for Public Broadcasting's national Ready To Learn initiative), PBS SoCal partners with fifty nonprofits, schools and community organizations to improve access to early education opportunities in LA and Orange Counties, where 34-36% of children ages 3-5 are not enrolled in preschool or kindergarten (KidsData). Through Ready To Learn, PBS SoCal addresses the lack of quality early learning programs by preparing parents to educate children at home. Ready To Learn workshop materials prepare parents to foster the 21st century skills required to excel in the jobs of the future. Ninety-five percent of Ready To Learn outreach is led in neighborhoods with Title I schools. Within these neighborhoods, eighty percent of parents who attend Ready To Learn outreach primarily speak Spanish at home. PBS SoCal teaches parents their children’s learning goals, trains parents on grade-appropriate STEM concepts, and sends parents home with hands-on activities to implement at home.

Budget  $1,605,008
Category  Education, General/Other Early Childhood Education
Population Served Infants to Preschool (under age 5) Families Children Only (5 - 14 years)
Program Short-Term Success  PBS SoCal outreach is conducted throughout Los Angeles and Orange Counties with a special focus on Santa Ana and Compton. Twelve PBS SoCal Community Lab partners host Parent Academies and Family Science Nights. Community Lab partners include Project Access, Boys & Girls Clubs, the Santa Ana Library, the Compton Library, and the Compton Unified School District. When PBS SoCal establishes a Community Lab, the nonprofit partner receives a lab of ten tablets, year-round professional development for staff, parent workshops, and a formal commitment to student success. Community Lab partners promote PBS SoCal programs to the families they serve. By hosting Parent Academies and Family Science Nights in partnership with nonprofits and schools that already serve Santa Ana and Compton, PBS SoCal ensures accessible and culturally appropriate learning opportunities while strengthening the services PBS SoCal partners can offer their patrons. Early Learning initiatives impact 20,000 parents and children yearly.
Program Long-Term Success 

Early Learning Goals include:

  • Reaching low-income families with high-quality learning experiences,
  • Empowering parents with the importance of at-home learning, and 
  • Strengthening the early learning community in Southern California.
PBS SoCal achieves these goals by leading Parent Academies and Family Science Nights that provide long-term bilingual training opportunities, take home activities for children ages 2-8, a network of fellow parents, a Spanish-speaking PBS SoCal mentor, knowledge of resources available through other nonprofits, and invitations to family events. Eighty percent of workshop attendees will report an increase in confidence/comfort in their abilities to select educational media for children and knowledge of STEM skills. PBS SoCal will train 800 nonprofit leaders/educators through 22 events including the STEAM Speaker Series and Educator Field Trip. Eighty percent of educators will report increased classroom skills and network connections.
Program Success Monitored By  PBS SoCal measures its success in Early Learning through parent surveys, interviews with partners, parent pre- and post-workshop surveys, and anecdotal feedback. 
Examples of Program Success  --

To Foster Change

To Foster Change is a three-year social impact initiative of PBS SoCal, aimed at inspiring change in the realities and life outcomes of Southern California’s foster youth. Through community discourse and powerful storytelling, we will raise public awareness of the personal struggles, social dilemmas and systemic challenges that affect the ability of foster youth to fully flourish. By exploring the people and issues involved from different points of view, we will expand the narrative about foster youth, clarify any misperceptions and demystify the foster care system. In the end, we hope the initiative will result in better life outcomes of foster youth. We will inspire the sharing of ideas and collaborative problem-solving in the foster youth community and provide the public with information on ways to get involved.
Budget  $3,400,000
Category  Civil Rights, Social Action & Advocacy, General/Other Children's Rights
Population Served General/Unspecified Families Adolescents Only (13-19 years)
Program Short-Term Success 

The hallmark of PBS is masterfully telling stories with depth and substance. We will use our expertise in media and mass communications to highlight the work that’s already being done in the foster care community, in order to promote understanding that inspires hope and motivates action. We will bring high standards of journalism and production, and we will connect with large audiences. And we’ll build upon our successful educational and community outreach campaigns to create interactive opportunities for foster youth that have exceptional appeal, given young people’s fascination with television, film, video and digital media.

Program Long-Term Success 

A great deal of work is underway to improve the lives of foster youth in Southern California – by both the public and private sectors. PBS SoCal, the flagship PBS station for Southern California with a reach of 18 million people, is joining these urgent efforts, contributing our expertise in mass media, trusted storytelling and community engagement to help raise awareness and understanding of the plight of our foster youth that inspires hope, action and – ultimately – change. A multi-faceted, multi-year campaign, To Foster Change is comprised of three main actions, each with important outcomes. Each facet of this initiative will bring foster youth voices to general audiences, helping to create an atmosphere for change.

Program Success Monitored By  PBS SoCal will measure an increase in audience awareness, understanding, hope and action through bi-annual surveys. PBS SoCal will convene partners for feedback, host focus groups for To Foster Change content, and provide surveys to foster youth participating in the initiative.
Examples of Program Success  --

Management


CEO/Executive Director Andrew Russell
CEO Term Start 2013
CEO Email [email protected]
CEO Experience PBS SoCal President & CEO Andrew Russell is a 25-year veteran of public broadcasting, having held senior executive leadership positions at both PBS and the Corporation for Public Broadcasting. Russell joined PBS SoCal as COO in 2013, and played a key role in building PBS SoCal as it grew into the role of flagship PBS station for Greater Los Angeles and Southern California following KCET’s departure from PBS. Named CEO in 2015, Russell has driven rapid growth in the station’s membership and revenues, increased PBS SoCal’s content distribution, and forged new partnerships with major Southern California arts and cultural institutions. Today PBS SoCal is the third-most-watched PBS station in the country, and has the highest ratings of all Southern California public television stations.

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

Over the years, PBS SoCal has developed significant community engagement initiatives in the areas of arts, culture and education – thanks in large part to the partnerships we’ve developed. Cultural institutions like the Music Center, the Huntington Library, the Natural History Museum, LA Opera, The Getty Museum, the LGBT Center, USC and UCLA have worked with us to expand the availability of cultural experiences across the region. And community partners like LA Plaza de Cultura y Artes, local Boys & Girls Clubs, First Five California, and K-12 schools across the region have partnered with us to bring critical educational experiences to neighborhoods across our community.

Staff Information

Number of Full Time Staff 48
Number of Part Time Staff 12
Number of Volunteers 150
Number of Contract Staff 0
Staff Retention Rate % --
Staff Professional Development Yes

Staff Demographics

Ethnicity African American/Black: --
Asian American/Pacific Islander: --
Caucasian: --
Hispanic/Latino: --
Native American/American Indian: --
Other: --
Other (if specified): --
Gender Female: --
Male: --
Not Specified --

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan Yes
Organization Policies And Procedures Yes
Business Continuity of Operations Plan Yes

Risk Management Provisions

Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Semi-Annually

Government Licenses

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CEO Comments

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Foundation Comments

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Governance


Board Chair Jim McCluney
Board Chair Company Affiliation Former Chairman & CEO, Emulex Corporation
Board Chair Term -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Jo Ellen Chatham Director of Public Affairs, Southern California Edison --
Judi Garfi-Partridge Owner & Operator, Summit General Insurance Agency, Inc. --
Anne Gates Consultant, Executive Services Corps Southern California Voting
Emile Haddad President & CEO, FivePoint Communities, Inc. --
Don Hahn -- --
Todd Hollander Executive Vice President/Business Banking Group Manager, Union Bank --
Janet "Jenny" Jones Elkins Jones Insurance Agency --
Luanna Lindsey Wells Fargo Voting
Mary A. Lyons Community Leader --
Kelly Mazzo Community Leader --
Jim McCluney CEO, Emulex Corporation --
Bobby McDonald President & Executive Director, Black Chamber of Commerce of Orange County --
S. Paul Musco Founder & Chairman, Gemini Industries, Inc. --
Bill O’Hare Partner, Snell & Wilmer, LLP --
Bob Romney Community Leader --
Dr. James Rosser President, California State University, Los Angeles --
Leonard Sands Chairman & CEO, Capital Brands, LLC --
Carol Schatz President & CEO, CEntral City Association of Los Angeles --
L. Dennis Shapiro Former CEO of Lifeline Systems, Inc. Voting
Charlie Steinmetz President of JCA Associates and Tiernay Properties Voting
Marc I. Stern Chairman of The TCW Group, Inc & Chairman of the LA Opera Board of Directors --
J. Chris Thompson VP of Decommissioning, Southern California Edison --
Joseph “Pep” Valdes VP & Director of Business Development, Parking Company of America - PCA Management --

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Additional Board Members and Affiliations

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 1
Caucasian: 20
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 2
Other (if specified): 0
Gender Female: 9
Male: 16
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions --
Percentage of In-Kind Contributions --
Board Orientation Yes

CEO Comments

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Foundation Comments

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Standing Committees

  • Audit
  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Education
  • Executive
  • Finance

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $21,296,766 $15,794,252 $14,106,352
Total Expenses $16,022,198 $15,511,349 $14,080,789

Prior Three Years Revenue Sources

Revenue By Revenue Source
Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
$13,678,884 $7,548,176 $4,849,655
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $0 $0 --
Individual Contributions -- -- --
Indirect Public Support $0 $0 --
Earned Revenue $634,953 $629,531 $571,260
Investment Income, Net of Losses $6,347 $5,257 $45,527
Membership Dues $6,448,275 $6,923,340 $7,659,423
Special Events $283,886 $419,892 $634,864
Revenue In-Kind $662,083 $112,994 $72,766
Other $244,421 $268,056 $272,857

Prior Three Years Expense Allocations

Expense By Type
Fiscal Year 2016 2015 2014
Program Expense $11,317,234 $10,408,188 $9,899,561
Administration Expense $2,313,492 $2,001,757 $1,822,321
Fundraising Expense $2,391,472 $3,101,404 $2,358,907
Payments to Affiliates $0 $0 --
Total Revenue/Total Expenses 1.33 1.02 1.00
Program Expense/Total Expenses 71% 67% 70%
Fundraising Expense/Contributed Revenue 17% 39% 43%

Prior Three Years Assets and Liabilities

Assets and Liabilities
Fiscal Year 2016 2015 2014
Total Assets $25,373,680 $20,311,311 $20,412,363
Current Assets $8,702,696 $3,863,074 $3,531,917
Long-Term Liabilities $17,150,970 $18,253,620 $18,766,010
Current Liabilities $2,376,013 $1,508,843 $1,380,408
Total Net Assets $5,846,697 $548,848 $265,945

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 3.66 2.56 2.56

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 68% 90% 92%
Endowment Value --
Spending Policy --
Percentage(If selected) --
Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

CEO Comments

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Foundation Comments

Summary financial data is per the form 990s and consultation with the organization. Foundation/corporate and individual contributions are combined under Foundation and Corporation Contributions. 

Documents


Other Documents

PBS SoCaL Local Content and Service Report (2013)

No Other Documents currently available.