RONALD MCDONALD HOUSE CHARITIES OF SOUTHERN CALIFORNIA

Keeping Families Close

aka RMHCSC   |   Los Angeles, CA   |  www.rmhcsc.org

Mission

The mission of the Ronald McDonald House Charities of Southern California is to provide comfort, care and support to children and families in Southern California. Our vision is a community where children and their families embrace life and healing with a sense of hope, enthusiasm, courage and joy.

Ruling year info

1977

Chief Executive Officer

Vincent M Bryson

Main address

4560 Fountain Avenue

Los Angeles, CA 90029 USA

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Formerly known as

Southern California Children's Cancer Services

EIN

95-3167869

NTEE code info

Children's and Youth Services (P30)

Family Services (P40)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Families need to be close to their hospitalized child during medical crisis and emergencies to maximize the hospital experience and improve the child's recovery. Families must often travel great distances from home to seek quality medical treatment for their children causing additional stress on the family unit. High levels of stress and financial burdens associated with having a hospitalized child are huge factors parents face at children's hospitals throughout our region.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Ronald McDonald House Charities of Southern CA

We operate six Ronald McDonald Houses in Bakersfield, Loma Linda, Long Beach, Los Angeles, Orange County and Pasadena; a sleep away camp for children with cancer and their families, Camp Ronald McDonald for Good Times; and two Ronald McDonald Family Rooms in Orange County.

Population(s) Served
Families

The Los Angeles Ronald McDonald House was one of the earliest Ronald McDonald House programs to be formed in the United States when it opened with 16 rooms. Today it serves up to 75 families per night who have children being treated at local area hospitals.

Population(s) Served
Families

Camp Ronald McDonald for Good Times was created in 1982. It is a year-round, sleep-away camp for children with cancer and their families. The Camp is designed to build self-esteem in children and help those affected by cancer feel like normal children again, an important part of the healing process.

Population(s) Served
Families

The Orange County Ronald McDonald House is a 20-room House that serves Orange County area hospitals. It also operates two Ronald McDonald Family Rooms at CHOC Children's Hospital and CHOC Children's at Mission Hospital.

Population(s) Served
Families

The Inland Empire Ronald McDonald House offers 54 rooms per night to families being treated at Loma Linda University Children's Hospital and other local area hospitals.

Population(s) Served
Families

Opening our doors on February 14, 2004, the Pasadena Ronald McDonald House is the 150th Ronald McDonald House opened in the United States. We provide a "home-away-from-home" for up to twelve families at Huntington Hospital and other nearby medical facilities. It is one of six Houses of its kind operated by Ronald McDonald House Charities of Southern California.

Population(s) Served
Families

Our Ronald McDonald House can serve up to three families per night for families of seriously ill children being served at Bakersfield Memorial Hospital and other local medical facilities. The Bakersfield Ronald McDonald House is a program of Ronald McDonald House Charities of Southern California.

Population(s) Served
Families

The Long Beach Ronald McDonald House opened on December 11, 2011 and serves up to twenty-three families per night at Millers Children's Hospital and other local medical facilities. The House is one of six Houses of its kind operated by Ronald McDonald House Charities of Southern California.

Population(s) Served
Families

Where we work

Affiliations & memberships

RMHC Awards of Excellence 2015

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of nights families were able to keep close to their child receiving hospital treatment at a Southern California Ronald McDonald House or Ronald McDonald Family Room.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Families

Related Program

Ronald McDonald House Charities of Southern CA

Type of Metric

Output - describing our activities and reach

Direction of Success

Decreasing

Context Notes

The COVID pandemic resulted in far fewer families served in 2020. We were able to keep ALL of our Ronald McDonald House programs open in 2020 and established new safety protocols.

Number of families served by a Southern California Ronald McDonald House or a Ronald McDonald Family Room.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Families

Related Program

Ronald McDonald House Charities of Southern CA

Type of Metric

Output - describing our activities and reach

Direction of Success

Decreasing

Context Notes

We served fewer families in 2020 due to the COVID pandemic, but through innovative practices and with safety protocols in place remained open to serve.

Number of families attending Camp Ronald McDonald for Good Times.

This metric is no longer tracked.
Totals By Year
Population(s) Served

Families

Related Program

Camp Ronald McDonald for Good Times, 1982

Type of Metric

Output - describing our activities and reach

Direction of Success

Decreasing

Context Notes

We served fewer families in 2020 due to the COVID pandemic. We created the Camp in a Box virtual program in order to continue providing service to children with compromised immune systems.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Our goal is to be a trusted and valued partner in Southern California's medical community. Providing housing and respite areas for families to be close to their hospitalized child allows RMHCSC to help families gain access to the medical care they need for their children at little or no cost. RMHCSC enables family centered care by increasing the ability of parents to spend more time with children receiving hospital care, interact with their clinical care providers and participate in care decisions. We also provide a treasured and valuable camping experience aimed to empower and nourish children and their families dealing with the impact of cancer. Overall, our services helps improve the overall healthcare experience of these families and their pediatric patients. We are further seeking to expand our services by growing existing programs and adding new programs in the next five years.

We operate under an Impact Strategy to fulfill our Mission to provide comfort, care, and support to children and families in Southern California. Our Impact Strategy is designed under four primary pillars; Meeting Community Needs, Funding Our Mission, Building Relationships, and Building Brand Awareness. For Meeting Community Needs, our goals are to continually enhance the impact of our services to ensure that no family is ever turned away and to continually enhance the cost effectiveness of our services. We recognize the need to expand and grow our services in order to meet the needs of our community. For Funding Our Mission, our goals are strengthen donor relationships in all programs to ensure sustainable, long-term funding and to encourage innovation and sharing among all chapter programs. For Building Relationships, our goals are to enhance board representation at all programs and at the chapter level and to deepen existing and cultivate new relationships among key stakeholders. For Building Brand Awareness, our goals are to deliver high impact messaging which communicates our stories and passion and to strengthen ties to established Mc Family resources.

We have strong, established relationships with key stakeholders including thousands of volunteers and donors who loyally have supported our programs for 40 years. We have very high brand recognition which allows us to attract new volunteer leadership and community support. We are committed to viable professional development opportunities for our talented staff which gives them the tools to provide outstanding service to our stakeholders. We have the ability to attract financial resources to meet our objectives and the skills to manage those resources to meet the highest needs of the organization.

We are making great progress on our strategic initiatives, under Meeting Community Needs, we have expanded our service capacity with the opening of our expanded House in Bakersfield and have plans to expand at our Houses in Orange County, Pasadena, Los Angeles, and Camp. We also have plans for a new Ronald McDonald House in West LA and a Ronald McDonald Family Room in Ventura County. Under Funding Our Mission, we have established a planned giving program and are working with existing donors to inform them of our future plans and how they might consider a legacy gift to support us. Our donor development work is transforming our organization as we evolve from a transactional focus to a relationship building with our donors. We are conducting 350 visits with donors annually to listen, learn, and share with them so we may better engage and collaborate with donors to fulfill our mission. We began sending video thank yous to our top donors personalized for them and narrated by a family who used our services. Under Building Relationships we are full engaged with a very active board development process to recruit, orient, and on board at least 20 new board members each year. We have devoted considerable time towards deepening our relationships with major donors , especially our more than 125 local McDonald's owner/operators and their employees who donate and raise funds for us. We have worked hard to strengthen our hospital partnerships and have found new ways to collaborate with senior management, medical staff and other caregivers within the hospitals to recognize and honor our shared commitment to serving families. Under Building Brand Awareness we have worked extensively with our partners at Ronald McDonald House Charities (RMHC) and Rogers and Cowan to create and deliver consistent messaging and training to our volunteer advocates who champion our charity in the community. We have done a lot of work with social media outlets such as facebook, instagram, and twitter to tell impactful stories on what we do, how we are able to provide services, and the value of voluntary service and donations. Our website rmhcsc.org is filled with meaningful information that anyone seeking to engage with our charity might need to get involved, get informed, or become inspired with our work. We published a digital annual report on our website for the first time which allows us to provide far more content to our stakeholders on an annual basis.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    We serve seriously ill children and their families when a sick child is hospitalized. Our family-centered care approach to providing comfort, care, and support to these children and their families transcends ethnicity, religion, and economic status. No family is turned away from any of our programs due to their economic status, most people served by our programs do so at no cost to the family.

  • How is your organization collecting feedback from the people you serve?

    Paper surveys, Focus groups or interviews (by phone or in person), Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees, Suggestion box/email,

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, 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 identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,

  • What significant change resulted from feedback?

    We recently added virtual meetings to families who have checked out of the Ronald McDonald House with members of our Family Support Services program. Until recently, we only served families who were residents at the Ronald McDonald House and didn't extend service to families once they moved out of the House program. Families told us they missed the environment created at the House and the support of the Family Support Services team. Their guest feedback told us they had a strong desire and need for these services after transitioning back to their home and neighborhood.

  • With whom is the organization sharing feedback?

    Our staff, Our board,

  • How has asking for feedback from the people you serve changed your relationship?

    We believe families have a stronger sense of the important partnership we share and the vital role their input and feedback has on the decision making process for them and for families yet to be served by our organization.

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, 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,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback,

Financials

RONALD MCDONALD HOUSE CHARITIES OF SOUTHERN CALIFORNIA
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Operations

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

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Connect with nonprofit leaders

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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RONALD MCDONALD HOUSE CHARITIES OF SOUTHERN CALIFORNIA

Board of directors
as of 3/4/2021
SOURCE: Self-reported by organization
Board chair

Jeff Kaminski

KB Home

Term: 2017 - 2022

Douglas Kanner

2 Degrees Ventures

Stuart Siegel

Peter Horner

McDonald's OWner/Operator

Ofelia Melendrez-Kumpf

McDonald's Corporation

Mitch Nadler

Trader Joe's

Luc Robitaille

Los Angeles Kings

Jeff Kaminski

KB Home

Carmen Herrera

Ernesto Rosales

Casillas Family Funeral Home

Peter Giulioni

So CA Edison

Peri Hansen

Korn Ferry

Arlene Laddaran

McDonald's

Gary DeLong

The RTP Group

Steve Tomassi

Matt Pillar

SGN Games

Lena Bryant

City National Bank

Martha Tuma

City National Bank

Charlene Vaughn

The Algonquin Group

Elizabeth Atlee

CBRE, Inc.

Gordon Ho

Xpertainment

Adam Weene

Vincent Torres

AT&T Direct Services, Inc.

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 03/04/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
Black/African American/African
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

Equity strategies

Last updated: 03/04/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.