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Childrens Bureau of Southern California

 1910 Magnolia Avenue
 Los Angeles, CA 90007
[P] (213) 342-0100
[F] (213) 342-0257
[email protected]
Jacqueline Meek
 Printable 1 Page Summary
 Printable Profile
Organization DBA Children's Bureau
Former Names --
Organization received a competitive grant from the community foundation in the past five years Yes
Employer Identification Number 95-1690975 00000


Mission StatementMORE »

Protecting vulnerable children through prevention, treatment and advocacy.

Mission Statement

Protecting vulnerable children through prevention, treatment and advocacy.

FinancialsMORE »

Fiscal Year 2019
Projected Expenses $46,171,031.00
Projected Revenue $45,821,031.00

ProgramsMORE »

  • Prevention Services

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Mission Statement

Protecting vulnerable children through prevention, treatment and advocacy.

Background Statement

We believe that children deserve to grow up safe, nurtured and healthy. We focus our efforts on preventing child abuse and neglect and treating children who have suffered. Prevention means strengthening parents and families so they can safely support their children. When parents participate in our prevention programs: they gain confidence in themselves and their ability to parent; develop strong social connections and relationships with others in their community; and build their network of support and increase each other’s potential to be a positive force in their families and in their neighborhoods.


Children’s Bureau has earned a highly regarded reputation, having been awarded numerous contracts and grants to implement county programs designed to protect vulnerable children and enhance their lives. In addition, we’ve developed and implemented our own programs designed to meet the needs of the fragile families we serve. This year our programs will positively affect the lives of more than 34,000 children and parents in Los Angeles and Orange Counties.


Children’s Bureau has seen its services evolve over the last 114 years, each time changing to best meet the needs of vulnerable children. First formed at the turn of the century to serve as an advocate for at-risk children in Los Angeles, the organization later expanded into direct services. In the 1920s Children’s Bureau became a vital partner in starting the local Community Chest – now the United Way. During the same period, the organization began to recruit and train foster parents and established its own training program for social workers. The agency became one of the first professional providers of foster care in the nation. In the early 2000s, prevention services became a centerpiece of our strategy.


In May 2017, our board approved a new strategic plan that refined our mission, vision and priorities to guide the agency through the next five years. Rather than focus on how Children’s Bureau could grow in size, the new strategic plan focuses on how we can grow our impact in three key areas: strengthen families and children, increase capacity of peer organizations, and transform systems and communities. 

Impact Statement

Accomplishments from last year include:
  • Adoption of new strategic plan affirming the agency’s commitment to strengthening families and children, building peer capacity, and transforming systems and communities.
  • Launch of $1 million pro-bono ad campaign to promote the need for Resource Parents for children in need.
  • Member of Network Anaheim, a coalition that works to connect and enhance the capacity of Anaheim organizations focused on children, youth and family needs.
  • Multiple year recipient of Accelerate Change Together (ACT) Anaheim, collaborative funding managed by the Orange County Community Foundation.
  • Children's Bureau's Magnolia Community Initiative was recognized by the National Academy of Medicine as one of nine examples of community-based solutions that address health inequities.
Long term impact of our Orange County services include helping parents: 
  • Gain confidence in themselves and their ability to parent.
  • Develop strong social connections and relationships with others in their community.
  • Build their network of support and increase each other’s potential to be a positive force in their families and in their neighborhoods.

Needs Statement

Children's Bureau has embarked on a 3-5 year plan to enhance organizational excellence. This means investing in the administrative infrastructure that supports our employees, programs and services. In the past ten years, Children’s Bureau has grown from 17 to 23 sites, from 300 to 400+ employees, and from serving 20,000 clients to over 30,000 clients. Our technology and infrastructure has not kept pace and needs to be updated and fully integrated. Supervisors also need resources to manage employees, many of whom are now widely geographically separated.

This project includes investments in four areas: Information & Technology; Human Resources; Facilities; and, Development. We have begun implementing several infrastructure projects with the roll out of the strategic plan effective July 2017.

Understanding the budetary impact of these investments, the Finance Committee approved a Reserve Policy which set aside three months of operating reserves and identified the excess as “Strategic Initiative Reserves” that would be accessed to fund the strategic plan. However, we hope to raise additional private dollars so as to minimize the amount of reserve funds spent. With two more years of planned updates, funding is still needed to complete multiple pending projects. 

CEO Statement

Board Chair Statement


Other Ways to Donate/Volunteer

Donations may be made online at or mailed directly to: Children's Bureau, attn. Development Office 1910 Magnolia Ave., Los Angeles CA 90007 There are many ways to get involved at Children’s Bureau, including: volunteering at a holiday family event, participating in a charity run in support of Children's Bureau, joining one of our Young Professionals groups, and more. For more details on how to volunteer, visit us at

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
North Orange County
West Orange County
South Orange County
Central Orange County

Los Angeles County, Orange County, Antelope Valley, San Gabriel Valley, Long Beach County
About 86% of our families in Los Angeles and Orange Counties live at or below the poverty level and our client population reflects the diversity of the communities we serve: 68% Latino, 10% African American, 14% Caucasian, 8% Asian Pacific and other ethnic groups. The primary focus of our prevention programs is on families with children from birth to 5 years old.  

Organization Categories

  1. Human Services - Children's and Youth Services
  2. Human Services - Family Services
  3. Human Services - Neighborhood Centers



Prevention Services

Our prevention services aim to promote child, family, and community wellbeing in an effort to break the cycle of abuse and ultimately change the life trajectory of vulnerable children. We recognize that in order to change the life trajectory of these children, we must include in our approach the families raising these children, and the communities in which these children live

To build stronger families and communities, our programs work to reduce risk factors and increase protective factors. Protective Factors are characteristics that increase the likelihood of positive outcomes for young children and their families and reduce the likelihood of child abuse and neglect. We provide a broad spectrum of services that equips families with the tools/skills they need to be healthy, productive members of their community.

Prevention programs include: parent education, individual and family counseling, school readiness, family resource centers, and home visiting programs.

Budget  $13,275,007.00
Category  Human Services, General/Other Family-Based Services
Population Served Families Children and Youth (0 - 19 years)
Program Short-Term Success 

For the current year, our prevention programs are guided by the following projected outcomes:

Increase the number of children ages 0-5 who receive early screening and referral for special needs before they reach kindergarten;
Increase the percentage of children who are at benchmark for their age in five developmental domains from program intake to follow-up assessment; Increase the percentage of children who are at the “Building” and “Integrating levels in five developmental domains by the end of the program;
Eighty-five percent of parents will have improved scores on the NuParent assessments;
Increase the number of children screened for immunizations, primary doctors and insurance coverage; and
Increase the percentage of parents who read to their young children regularly.
Program Long-Term Success 

The Prevention program’s overarching goal is to ensure children have a safe, nurturing, healthy environment in which they can thrive so that ultimately there is no need for treatment programs. We will do this by improving the social supports and resources, family functioning, parenting skills, and child outcomes of families at risk for child abuse and neglect

Program Success Monitored By 

Children’s Bureau uses several tools to measure the effectiveness of our prevention services:

Parents’ Evaluation of Developmental Status (screens children 0-5 years for developmental concerns);

Ages & Stages Questionnaire (assesses potential developmental delays in children 0-5 years);

Desired Results Developmental Profile (assesses preschool children’s growth in developmental domains);

NuParent Parent Learning Questionnaire (assesses parents’ appraisals of learning about child development, child rearing practices, parent-child interactions, and social supports);

Magnolia Community Initiative (MCI) Parent Survey (assesses parent-child reading and community supports for child and family well-being);

Family Development Matrix (a comprehensive, strengths-based family assessment tool);

Raising a Reader (RAR) Survey (assesses parent-child reading and literacy activities); and,

Children’s Bureau Client Satisfaction Survey.

Examples of Program Success 

Jessica, a young mother of three, turned her life around thanks to a Children’s Bureau Family Advocate. We referred Jessica for help with her domestic violence situation and legal issues. We also connected Jessica with other resources and encouraged her to enroll in Children’s Bureau’s Family Enrichment Program. She enjoyed learning about the development milestones of her children and how to build a nurturing relationship with them. Jessica continued to take advantage of other services we offer including NuParent and a Healthy Relationship class which she took with her new husband. Recently, Jessica’s baby experienced a severe medical issue and she again turned to Children’s Bureau for support.

“Children’s Bureau saved my life. I am grateful for the ongoing support and the friendship that I now have. I refer everyone to Children’s bureau when they are having troubles. I tell them its okay and that the people are kind and want to help,” said Jessica


CEO/Executive Director Mr. Ronald E. Brown PhD
CEO Term Start Jan 2018
CEO Email [email protected]
CEO Experience Dr. Ronald E. Brown was selected in a nationwide search as Children’s Bureau’s new President & CEO effective January 2, 2018. Ron is responsible for all aspects of the $46 million nonprofit that operates 20 sites throughout Los Angeles and Orange County. Ron joined Children’s Bureau in 2000 where he managed the operations of Children’s Bureau’s foster care, adoption, mental health and child abuse prevention programs. Under his leadership, these program grants and contracts grew from $11 million to over $30 million annually and now serve more than 40,000 children and parents throughout Southern California. He has been an integral part of the development of Magnolia Community Initiative, Children’s Bureau’s collaborative effort of over 70 organizations seeking to improve the well-being of vulnerable families and community outcomes in a targeted area of Los Angeles. Prior to coming to Children’s Bureau, Ron’s background was in healthcare development and management. He holds a B.A. in Social Sciences from the University of California, Santa Barbara, an M.B.A. from California State University, Long Beach, and a Ph.D. in Public Policy and Administration from Walden University.

Former CEOs and Terms

Name Start End
Alex Morales 1994 2018

Senior Staff

Name Title Experience/Biography
Ron Brown Chief Program Officer --
Corina Casco Chief Program Officer --
Kymberly Garrett Interim Chief Human Resources Officer --
Jacqueline Meek Chief Development Officer --
Gayle Whittemore Chief Financial Officer --


Award Awarding Organization Year
Magnolia Community Initiative recognized as one of nine examples of community-based solutions that address health inequities. National Academy of Medicine 2017
Magnolia Place Preschool ranked 5 out of 5 Quality Start Los Angeles 2017
Community Leader Award Leadership California 2016
Finalist - Organization of the Year Los Angeles Business Journal 2016
Magnolia Community Initiative (MCI) highlighted as one of three real-world innovative examples of collaborative efforts to prevent child abuse U.S. Dept. of Health and Human Services 2016


Affiliation Year
-- --

External Assessments and Accreditations

External Assessment or Accreditation Year
Council on Accreditation for Children and Family Services - Accreditation 2015


Children & Families Commission of Orange County
Bridges Maternal Child Health Network
Orange County 211
Child Guidance Center
Interval House
Western Youth Services
My Safe Harbor
Oak View School District
Oak View Renewal Project
Olive Crest Treatment Centers
The Raise Foundation
Human Options
Families and Communities Together (FaCT)
County of Orange Social Services Agency

Staff Information

Number of Full Time Staff 433
Number of Part Time Staff 42
Number of Volunteers 450
Number of Contract Staff 0
Staff Retention Rate % 72%
Staff Professional Development Yes

Staff Demographics

Ethnicity African American/Black: 62
Asian American/Pacific Islander: 23
Caucasian: 95
Hispanic/Latino: 247
Native American/American Indian: 0
Other: 23
Other (if specified): Other
Gender Female: 423
Male: 52
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan No
Organization Policies And Procedures Yes
Business Continuity of Operations Plan No

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 Annually

Government Licenses

Child Care Services

Mental Health Care/Facilities

CEO Comments


Foundation Comments



Board Chair Patrick Niemann
Board Chair Company Affiliation Ernst & Young
Board Chair Term July 2017 - June 2020
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mike Burke AECOM Voting
Lisa Gritzner LG Strategies Voting
Shelli Herman Shelli Herman & Associates, Inc. Voting
Martin Jacobs Capital World Investors Voting
Hasham Mukadam Occidental Petroleum Corporation Voting
Sandra Naftzger N3 Cattle Company LLC Voting
Patrick Niemann Ernst & Young Voting
Sarah Richardson -- Voting
Janie Schulman -- Voting
James St. Aubin MUFG Union Bank Voting
Marilyn Stein Tikun Olam Foundation Voting
Julia Stewart DineEquity, Inc. Voting
Michael Traylor Traylor Brothers Voting
Marc Washington Irwin Naturals Voting
Matt Wilson Oaktree Capital Management, L.P Voting
Hope Wintner -- --

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Additional Board Members and Affiliations

Name Company Affiliations Status
Greg Barnes Lockton Insurance Brokers --
Kenneth Baronsky Milbank, Tweed, Hadley & McCloy LLP Voting
O. Jacob Bobek Avison Young Voting
Bryan Boghosian Deloitte & Touche LLP Voting
Randy Bort SandTree Holdings, LLC Voting
Stephanie Campbell DIRECTV, Inc. Voting
Tom Casarella Oaktree Capital Management Voting
Matthew Clark AECOM Voting
Chadd Davis -- NonVoting
Cecily Dean Civic Leader Voting
Kathleen Duncan Civic Leader Voting
Damon Fisher Kirkland & Ellis, LLP Voting
Brian Ford Kirkland & Ellis LLP --
Michael J. Fourticq Sr. Hancock Park Associates Voting
Damon Frier -- NonVoting
Kris Galashan Leonard Green & Partners, LLP Voting
Curt Himebauch -- NonVoting
Bradley Knyal Wireless Capital Partners, LLC Voting
Jordon Kruse Oaktree Capital Management Voting
Roger Laverty III Farmer Brothers Coffee Voting
Chris Lovrien Jones Day Voting
Richard Magnuson Kayne Anderson Capital Advisors Voting
Jim Marasco Wells Fargo Capital Finance Voting
D. Chad Marting -- NonVoting
Kelly Masuda Caruso Voting
Steven Moore Brentwood Associates Voting
David Nemecek Kirkland & Ellis LLP Voting
James Pade -- NonVoting
Matthew Pauley Capital One Voting
Matt Peterson AETHOS Consulting Group --
Adam Pierce Oaktree Capital Management Voting
Corey Printup The RLJ Companies --
Amanda Ruch Capital Group --
Peyman Salehi City National Bank Voting
Kunal Soni The Carlyle Group --
Clinton Stevenson Jr. West Coast Housing Communities Voting
Salvador Villar Banamex USA Voting
James Walther Mayer Brown, LLP Voting
Matthew Wilson Oaktree Capital Management Voting
Casey Winters KPMG LLP Voting

Board Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 0
Caucasian: 13
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 1
Other (if specified): 0
Gender Female: 8
Male: 8
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 68%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 20%
Board Orientation Yes

CEO Comments

Foundation Comments


Standing Committees

  • Audit
  • Board Governance
  • Executive
  • Finance
  • Marketing
  • Program / Program Planning


Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $32,920,197 $30,661,450 $41,789,604
Total Expenses $31,079,467 $29,934,867 $30,991,390

Prior Three Years Revenue Sources

Revenue By Revenue Source
Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
$3,317,755 $3,063,555 $39,825,620
Government Contributions $25,195,424 $23,328,535 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $25,195,424 $23,328,535 --
Individual Contributions -- -- --
Indirect Public Support -- -- --
Earned Revenue $1,733,303 $1,933,399 $1,052,224
Investment Income, Net of Losses $880,650 $422,690 $533,684
Membership Dues -- -- --
Special Events $1,078,666 $1,138,751 --
Revenue In-Kind $314,917 -- --
Other $399,482 $678,911 $378,076

Prior Three Years Expense Allocations

Expense By Type
Fiscal Year 2017 2016 2015
Program Expense $25,759,566 $25,106,257 $1,986,083
Administration Expense $4,402,937 $3,913,079 $19,402,948
Fundraising Expense $9,166,964 $915,531 --
Payments to Affiliates -- -- $9,602,359
Total Revenue/Total Expenses 1.06 1.02 1.35
Program Expense/Total Expenses 83% 84% 6%
Fundraising Expense/Contributed Revenue 31% 3% 0%

Prior Three Years Assets and Liabilities

Assets and Liabilities
Fiscal Year 2017 2016 2015
Total Assets $39,684,720 $38,176,484 $37,330,730
Current Assets $10,873,437 $11,019,177 --
Long-Term Liabilities -- $229,113 --
Current Liabilities $4,548,474 $4,934,571 $4,947,601
Total Net Assets $35,136,246 $33,012,800 $32,383,129

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 2.39 2.23 0.00

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 0% 1% 0%
Endowment Value $1,627,879.00
Spending Policy Income Only
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? No

CEO Comments

The board approved a strategic plan in May 2017 which includes various initiatives, some of which have budgetary impact. Knowing this, the Finance Committee approved a Reserve Policy which set aside three months of operating reserves and identified the excess as being “Strategic Initiative Reserves” that would be accessed to fund the cost of the implementation plan. The total anticipated fiscal impacts of the Strategic Initiatives, as of August 2017, are budget deficits as follows: FY18 ($635,684), FY19 ($407,000), and FY20 (264,132.) Effective July 1, 2018, Children’s Bureau is increasing Mental Health services through new contracts in Long Beach and Valencia/Antelope Valley. This increase in services will be reflected in the upcoming budget for FY19 and is expected to add an additional $6M in revenue/expenses.

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.