A Decade of Giving
Vernon
CommUNITY Fund:
2014—2024
Impact Report
Established in 1905, the City of
Vernon is the first exclusively
industrial city in the Southwestern
United States. Located just
southeast of Downtown Los
Angeles, it is home to over 1,800
businesses employing around
50,000 people. The City of
Vernon plays a key role in the
regional economy and fosters
strong connections with nearby
communities where many of
its workers reside, contributing
significant financial resources to
public services like health care and
education.1
The Vernon CommUNITY
Fund (VCF) was established
to provide grants to charitable
and governmental entities for
projects and programs that benefit
those residing and working in and
around Vernon. Since 2014, the
City of Vernon has awarded over
$5.3 million which includes grants
to non-profit organizations and
local government entities serving
the Vernon Area, and 48 student
scholarships totaling $170,000.
Table of Contents
Introduction1
Looking Back:
Ten Years of Impact 10
Looking Ahead:
Considerations for
the Future 28
Appendices 34
I. Grant Recipiants
II. Methods
III. Limitations
IV. References
Acknowledgements 32
Vernon
CommUNITY Fund
Mission & Goals
The VCF provides grants to community-based
organizations, governmental agencies, and students in
an effort to improve quality of life, strengthen families and affirm Vernon’s ties with neighboring communities
in pursuit of bright futures. VCF goals include the
following:
1 Strengthen and support non-profit
organizations that benefit residents and
neighborhoods
Encourage and inspire positive social
development in Vernon and neighboring
communities
Support and assist organizations that
expand opportunities for training and
development of residents for potential
employment in businesses located in Vernon
and surrounding communities
Promote positive social development of
children, youth, families and senior residents in
Vernon and surrounding areas
Promote effective and responsible
leadership at every level of society
Provide disadvantaged youth in the Vernon
Area the opportunity to achieve success in
their post-secondary educational endeavors
In honor of the 10-year anniversary of the Vernon CommUNITY Fund, the City of Vernon partnered with Jemmott Rollins Group and Shayla Spilker Consulting, a Los Angeles-based research and evaluation consulting firm, to conduct a retrospective look back at VCF grantmaking over the last decade – between 2014 and 2024. This report documents the impacts of VCF grantmaking on organizations and individuals residing and working in the Vernon Area. Through this process, the following learning questions were explored:
About
This Report
3 How have grantees used VCF grant funds?
In what ways have VCF funds strengthened and
supported local organizations and communities?
What outcomes and impacts do grantees
attribute to their VCF-funded work?
What challenges or barriers have VCF
grantees experienced? What needs remain?
OTHER RACE
WHITE
MULTIRACIAL
AI / AN *
ASIAN
BLACK
HI / PI **
The City of Vernon is nestled in Northern
Southeast Los Angeles (SELA), among other
“Gateway” or “SELA” communities. These
places were once sparsely populated hubs
for manufacturing and railroads, and hosted
major factories producing automobiles, tires,
and steel. Over time, residential developments
in these areas grew and there became a
need for socioeconomic support systems.
The Vernon CommUNITY Fund service area
was circumscribed to channel much-needed
support through a network of community
partners that could help strengthen the
underserved populations in SELA.
Impetus for the Vernon
CommUNITY Fund
Demographic Snapshot
As of the 2020 census, just over 331,000 individuals lived in the Vernon CommUNITY Fund region.
After the 1965 Watts Uprisings, demographic and economic restructuring transformed cities like Vernon into predominantly Latino communities, marking a significant shift in the cultural and social landscape of Southeast LA.2 Approximately 95% of residents identified as Hispanic/Latino across all races included in Exhibit 1, and 19% live below the federal poverty level.3 4 Exhibit 1. Race/Ethnicity
of VCF Communities
Average median income in the VCF region.
19% of the population lives below the federal
poverty level
Employment rate
across VCF region
57%
20%
8%
3%
2%
1%
.06%
$60,615
55%
* American Indian / Alaska Native
** Hawaiian / Pacific Islander
Origins and Administration
The Vernon CommUNITY Fund (VCF) was established by the City of Vernon to provide grants to charitable and governmental entities for projects in the “Vernon Area,” which includes the cities of Vernon, Maywood, Bell, Huntington Park, and Commerce, the area within the City of Los Angeles known as Boyle Heights, and the unincorporated area known as East Los Angeles.
An independent board, the VCF Grant Committee, evaluates grant applications and awards grants to qualified applicants. The Grant Committee is comprised of seven members including:
One person representing a Member of the California Legislature with a district that includes at least a portion of the Vernon Area; four persons that reside or work in the Vernon Area; one person who represents the owner or operator of a business located in Vernon; and one current member of the Vernon City Council. The VCF Grant Committee has prioritized a community driven approach to grantmaking, with an overall mission to contribute to the betterment of the SELA region and uplift Vernon and its surrounding cities.
Through stimulating non-profit entities, the City of Vernon has positioned itself as a leader and benefactor for important social causes and has enhanced its relationships with local legislators and municipal governments, community partners, and its own Vernon workforce and residents.
In 2019, the Vernon CommUNITY Fund (VCF) incorporated a scholarship program into its portfolio of grant offerings. The program was deemed to be a great opportunity for the VCF to establish a personal, viable connection with youth in the Vernon Area while supporting their pursuits of higher education and, in turn, elevating the region as a whole by ensuring that the career goals of students in SELA communities are more attainable.
The City of Vernon is dedicated to enriching lives by making accessible services, resources, and opportunities that promote equity, justice, and stability among vulnerable populations. Giving back to the community it serves has become a Vernon hallmark. 5 The VCF Grantees
Through ten years of hyperlocal grantmaking,
the City of Vernon has invested over $5.3
million into local organizations serving Vernon
residents and neighboring communities.
The VCF funded 71 grantee organizations
between 2014 and 2024, with grantees
providing critical programming and services
across a range of neighborhoods and priority
populations. Grantee organizations serve
all age demographics, including children
and youth under 14 (n=45), teens and young
adults (n=40), adults (n=42), and seniors
(n=19). Among individuals who completed
the VCF grantee survey (n=31) the primary
sectors represented include community-based
organizations (n=22), education (n=11), and
primary care/behavioral health (n=8).
The map below highlights the total number of grantees serving specific VCF communities, many of which are historically and systematically underinvested. 6 47
43 37
42 39
35 28
"'n' represents the number of individuals or groups in stated category." “
I cannot stress enough how general operating grants are imperative to non profits... Organizations that don’t have rent and accounting covered are organizations that will not survive...Non-profits need funds they can freely use to enhance their programs organically.”
Grantee Survey Respondent
Since 2014, the VCF has supported grantees
via both program-specific and general
operating support grants. General operating
grants provide organizations the flexibility
to determine the best use of the funding to
meet their organizational needs, especially
in times of crisis, such as the COVID-19
pandemic. Among survey respondents
(n=31), about 50% used funds for general
operating support of some kind (either alone,
or in combination with program support).
Exhibit 2. Primary grant purpose (n=31)
7 Primary program support Primary general ops Evenly split 23%
23%
53%
Grantmaking
Snapshot
Thirty-five organizations received more than one VCF grant (between 2-5) since 2014. Some survey respondents (n=8) discussed the impact of receiving funding for more than one year.
Some indicated that the ongoing support from the VCF helped them with program development and expansion, and two described how they were able to secure additional funding as a result of their VCF grants.
“
VCF has not funded [our organization] for more than one consecutive year but has funded [us] multiple times. The VCF funding has a ‘multiplier effect’, meaning that VCF's support brings in 5x-6x more support from other organizations to VCF's service area.”
Grantee Survey Response
Since 2014, the VCF has invested approximately $5.3M into the City of Vernon and surrounding communities through the provision of general grants, capital grants, and scholarships. The number of grantees selected and the total funds available vary by year and are primarily dependent on the City Council’s fund allocation for the budget year and priorities of the VCF Grant Committee.
8 2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
$ 755,500
$ 710,000
$ 671,996
$ 1,004,696
$ 385,000
$ 325,850
$ 385,850
$ 403,249
$ 368,000
$ 182,000
$ 330,000
Capital Grants
Overview
The VCF provided eight Capital Grants
between 2017 and 2020, totaling just over
$1 million in grants. Capital Grants supported
grantees with larger infrastructure and
programmatic needs.
The City of Bell used Capital Grant funding
to support soccer field improvements at Debs
Park. These improvements included installing
new LED lighting, a high-grade artificial turf
for youth sports, a chain link fence around the
soccer field to ensure safety of spectators,
passersby and vehicles, and signage
recognizing the VCF for support of the park
improvements.
In 2017, PUENTE Learning Center
received a $250,000 Capital Grant “to
support the construction of two new
1,000-square-foot first grade classrooms
called the ‘butterfly wings’ as part of [the]
charter elementary school expansion. It was
part of a phased roll-out of expanding the
charter school — that was kindergarten only
for about 17 years — to open one grade a
year beginning in 2018-19.” The work was
completed in August 2022, and PUENTE is
now a full TK - 5th grade public elementary
school.
Student Scholarship
Overview
Along with its traditional grantmaking, VCF
offers scholarships to senior high school
students in the region, providing financial
support for those pursuing post-secondary
education at trade schools, community
colleges, or universities. Through this
program, VCF builds meaningful connections
with local youth, helping them achieve
their educational and career goals while
contributing to the overall growth and
success of the Vernon area.
9 Looking Back:
Ten Years of
Community Impact
This retrospective look back on grantee work and
accomplishments revealed four key findings about the
impacts of the Vernon CommUNITY Fund since 2014.
Finding 1
VCF grants supported the expansion
of programming and direct service
delivery to historically underserved
communities in and around the City
of Vernon.
Finding 2
VCF funding supported grantees
with staffing and infrastructure,
including expanding paid staff,
building staff knowledge and
skills, expanding organizational
infrastructure and operations, and
increasing program delivery and
efficiency. These organizational
changes allowed VCF grantees to
better serve their communities and
operate more effectively overall.
Finding 3
Receiving a VCF grant supported
organizations in building new or
expanding existing partnerships and
enhanced the overall ecosystem of
organizations serving the Southeast
Los Angeles community. Some
partnerships supported grantees
to do their work better while others,
with new and different types of
funders, contributed to longer-term
organizational sustainability.
Finding 4
Grantees navigated various
obstacles and challenges, including
the effects of the COVID-19
pandemic, which transformed many
organizations’ work during 2020 and
beyond.
11 “
We use our resources and expertise to continuously create programs that make a difference in girls’ lives, something we’ve been doing for 100 years. We don’t know what the next 100 years will look like, but we do know that right now we’re giving girls the skills to be visionary doers, innovators, creators, and thinkers. The positive impact of [our organization’s work] manifests throughout girls’ lives.” Grantee Report, 2020
VCF funding supported the expansion of
programming and direct service delivery to
historically underserved communities in and
around the City of Vernon. Grantee reporting
data submitted between 2014 and 2024
indicated a total of 162,507 local Vernon area
residents who were directly served because
of grantees’ VCF funded work.* Among
survey respondents (exhibit 3), the majority
agreed or strongly agreed with the statement
that they were able to “increase the number of
residents/clients served”. Grantee reporting
highlighted direct services and programmatic
successes.
“
This funding supported the work of [our] Homeless Services Program to assist more than 300 persons annually in the City of Vernon and surrounding communities to transition from the streets into permanent housing, receive housing stabilization services for one year after housing placement, and receive a range of supportive services including linkages to needed resources including food, clothing, medical care, mental health care and substance use counseling.”
Grantee Survey Respondent
* Grantees did not consistently report service delivery counts and reporting did not specify duplicated/unduplicated count requirements. ** A total of 31 individuals completed the grantee survey; charts exclude “not applicable” responses, and totals for each item may be less than 31 as a result.
12 Finding 1
Expanding Programs
and Direct Services
Exhibit 3. Program and Direct Service Changes (n=31)**
Increased the number of community
residents/clients we serve
Created new programming/activities to
better serve our community
STRONGLY
AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY
DISAGREE
2 4 23
4 6 13
“
We conducted rapid raid response trainings in Boyle Heights and East LA and [supported] the creation of a local rapid response network that has been able to mobilize hundreds of community residents in bringing attention to the people impacted by the aggressive raids being conducted in the Eastside of LA.” Grantee ReporT, 2016
1. VCF grantees provided a range of workshop
offerings and targeted training for priority
populations. Workshops and trainings
covered topics ranging from financial
literacy classes, child development and
parenting, building self-esteem, and even
self-defense. Many of the trainings focused
on youth engagement and skill building,
mental health and physical health supports,
as well as civic engagement. VCF grantees
also tended to recognize the importance
of cultural sensitivity and responsiveness in
their programming, given the diversity of the
communities that they serve. For example,
several organizations described bilingual
programming/curricula to ensure access for
a greater number of community residents
who speak Spanish.
“
Youth have been able to assist our art instructors as well as facilitate workshops on their own, using art and art making to have conversations and find solutions to issues that are of concern to youth in the areas served by the VCF.
Topics such as access to the arts, advocacy, civic engagement, health, and displacement have been areas of heavy interest.”
Grantee Report, 2015
13 2. About half of the grantee reports (n=92;
51%) described ways that VCF grantees
used funding to provide direct aid and
service to their local communities. This
included educational and technology
supports for young people to engage
in programming, housing subsidies
and transitional housing for vulnerable
populations, health and mental
health services such as screening and
counseling, and other employment and
educational supports to foster leadership
and independence. In addition to
providing services, many VCF grantees
described how they centered community
engagement and trust building in their
direct service provision, which enhanced
community building over the long term.
Finding 1
Expanding Programs
and Direct Services
14 “
[We] requested grant funding to help us expand justice access for low-income survivors of domestic violence, sexual assault, and human trafficking living in the Vernon area. Funding has been instrumental in allowing [our organization] to provide free legal representation and case management. These complementary services ensure that survivors receive justice, secure legal protections, and have the best odds of re-establishing safety, stability, and freedom from violence and abuse.” Grantee Report, 2023
15 3. About one third of grantee reports
(n=92; 30%) described the ways that
funds supported larger scale community
events, including conferences, social
gatherings and spaces focused on
youth and family engagement. Some
events focused on information sharing,
while others prioritized activities that
fostered joy and entertainment in
local communities. Several grantees
described events focused on
empowering community members
through education and skill-building,
while others focused on cultural
awareness and celebration of diverse
identities and heritage. Some events
targeted very specific populations with
programming and resources, such as
caregivers of individuals with Alzheimer's
or children with developmental delays.
“
This year also saw great success with the implementation of [our] second VCF-sponsored Resource Fair. In its first year the Resource Fair had around 45 attendees, including both parents and consumers. This year’s event was attended by 80 clients, with a total of 124 parents and 176 children, which included siblings of clients. The fair had over 20 exhibitors in attendance, including the Family Health Care Centers of Greater Los Angeles, Learning Rights Law Center, Team of Advocates for Special Kids, CARE 1st Health Plan, Los Angeles County Department of Public Social Services (DPSS), LAUSD Office of Transition Services and the Social Security Administration. These agencies provide vital services to children and adults diagnosed with developmental disabilities, giving families an opportunity to have their questions answered, or to connect with services that will improve their lives.”
Grantee Report, 2016
16 Finding 1
Expanding Programs
and Direct Services
“
The VCF grant changed lives...Victor [a
small restaurant owner in Huntington Park]
came to [us] a victim of a predatory loan...
He came to [our organization and we] were
able to decrease his monthly payments, at
a more manageable interest rate, [which]
allowed Victor to have more cash flow for
his restaurant and pay his 12 employees,
restaurant equipment and other necessities,
without damaging his credit.”
Grantee Report, 2018
“
We will be lending tablets, wifi hotspots,
and any instruments needed for summer
camp participation. [We] will also pay
technology stipends to volunteers who
will be providing online instruction,
mentorship, and support during summer
camp. Additionally, we are providing all
workshop supplies, food gift cards, and a
camp shirt to all our participants.”
Grantee Report, 2020
17 VCF funding supported grantees with staffing and infrastructure, including expanding paid staff, building staff knowledge and skills, enhancing organizational infrastructure and operations, and increasing program delivery and efficiency. These organizational changes allowed VCF grantees to better serve their communities and operate more effectively overall. “
Funds were immediately dedicated to hire the proposed Quality Assurance Coordinator, whose contributions have increased efficiency and productivity throughout [our] Homeless Services and Rapid Rehousing Program.
By providing continuous oversight for the accurate maintenance of records, the interpretation of rules and regulations, and insight on developments in state and county regulations pertaining to housing and [our] contractual obligations, we have a much more comprehensive and robust system for quality and compliance, and most importantly the provision of services for clients.” Grantee Report, 2018
* A total of 31 individuals completed the grantee survey; charts exclude “not applicable” responses, and totals for each item may be less than 31 as a result.
Finding 2
Enhancing
Organizational Capacity
18 Increased staff knowledge and/or skills
related to grant application process and
fundraising
Increased staff knowledge and/or skills
related to program development
Expanded our technology and/or
administrative systems to operate more
efficiently and effectively
Expanded our paid staff and/or
volunteers structure
3 5 10 7
1 8 11 9
1 3 10 5 7
1 4 10 3 7
Exhibit 4. Organizational Capacity Changes (n=31)*
STRONGLY
AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY
DISAGREE
“
The goal of having two youth ministers, both deaf, continues to have a tremendous impact on our youth and their ability to work with civic, religious, and educational communities. Being that our youth ministers are diversity-responsive, they have also taught our youth to bridge the deaf and hearing gap... In addition, we added a third member for our team, a youth minister with a background in social work. This individual has allowed us to infuse our program with on-the-spot counseling services.”
Grantee Report, 2015
1. Some grantees (n=14) reported on staffing changes or staff hiring that supported their work including hiring for new roles, or bringing part time staff up to full time, as well as providing different forms of training and professional development to staff and volunteers.
Different positions that VCF funding contributed to included therapists and case managers, operations and development staff, as well as specific teaching roles, such as teaching artists and instrument instructors, among others.
“
Funding allowed us to engage a therapist and case manager to provide therapy, case management, advocacy, crisis intervention and safety planning.” Grantee Report, 2014
19 2. Some grantee organizations highlighted
ways that the funding contributed to
enhanced organizational operations
and improved or expanded facilities for
programs and services. This included
specific changes such as:
Strategic planning to support
organizational growth and prioritization
of activities for sustainability. Two
organizations described engagement
in strategic planning processes, while a
third discussed how board guidance has
shaped organizational direction for the
future.
Renovations and equipment upgrades,
such as improvements to medical
facilities and purchasing and installation
of new equipment to improve service
for community members. These
improvements not only improved the
functionality of grantee facilities but also
enhanced the quality of care provided to
patients, ensuring that they have access
to necessary medical technology.
Expanding community facilities and
outdoor spaces, such as community
gardens, climbing walls for youth,
and expanded locations to host youth
“
[We] requested $28,200 from the City of Vernon CommUNITY Fund to purchase a patient portal kiosk and an Ultrasound machine for the Maywood clinic, which serves patients who live in Vernon and other surrounding communities. Both pieces of equipment have been purchased, delivered, and installed.” Grantee Report, 2018
20 Finding 2
Enhancing
Organizational Capacity
“
Grant funds received empowered our organization through much-needed general operating support to contribute toward rent, insurance and operational expenses as well as program supplies. This allowed our team to focus on completing our needs assessment with the Indigenous community where we received over 220 individual community responses. We identified actionable steps to best serve [the] community through additional engagement programs occurring throughout 2024.” Grantee Report, 2023
In 2018, the Vernon CommUNITY Fund provided a
Capital Grant to InnerCity Struggle as part of the
organization’s larger capital campaign to complete
construction for its own Youth and Community Center.
The capital project included construction of the
building, along with updated equipment to provide
community referrals, a comfortable hang-out for
youth participants, childcare space for families, a
technology room for youth and parent members, and
more.
In 2019, the community and local leaders gathered
for the ribbon-cutting ceremony. As ICS’s website
describes, “The 6,000 square foot, two-story building
will serve as a vehicle for community organizing in the Eastside of Los Angeles. The Center will be a place
where residents are able to work together to find
solutions to issues impacting their community. The
Center will also be a place where youth can find their
voice and be prepared for college.”
Capital Grant Spotlight:
InnerCity Struggle
21 Finding 3
Building Partnerships
The VCF grant supported organizations in building new or expanding existing partnerships and enhanced the overall ecosystem of organizations in the Southeast Los Angeles communities. This finding suggests an increased organizational capacity to effectively participate with other service providers and advocates as well as a stronger capacity to attract new funding partners.
* A total of 31 individuals completed the grantee survey; charts exclude “not applicable” responses, and totals for each item may be less than 31 as a result.
22 Exhibit 5. Partnerships and Funder Changes (n=31)*
Learned about other CBOs and
organizations doing similar work
in our community
Learned about or met new
funding partners in our community
Partnered with other CBOs or
organizations in our community for
the first time
Received new funding from
other sources
Applied for funding from
other sources
1 7 10 9
1 1 7 6 11
2 5 8 10 2
2 2 10 5 5
1 2 9 7 1
STRONGLY
AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY
DISAGREE
“
Another highlight of the year was the launching of [our] Latino Dementia Network on March 22, 2018. The meeting brought together 75 organizational leaders to focus on the needs of Latinos dealing with Alzheimer's and dementia in the target cities identified by Vernon CommUNITY Fund.”
Grantee Report, 2016
1. Approximately one third of grantee
reports (n=92) described ways that
partnerships have developed in
association with VCF funded work.
Building stronger community
connections. Some grantees emphasized
the importance of developing
partnerships with local groups to enhance
community engagement and resource
sharing. One grantee mentioned
partnering with groups working in related
realms, such as environmental justice, to
overcome challenges and direct more
resources into underserved areas.
Collaborative projects. Other
organizations described collaborative
projects that brought together multiple
partners to address community needs.
For example, one grantee built a cradleto-college and career pipeline involving over 30 community and institutional
partners to support youth in Boyle
Heights. Another grantee partnered
with various organizations to create
a collaborative aimed at increasing
economic opportunities for small
businesses in the region.
“
We are also grateful for the community partnerships we have been able to develop over the past year. Our new community partners such as the Boyle Heights Chamber of Commerce, the National Council of La Raza, Puente Learning Center, and Hollenbeck Terrace have recently started requesting [our] students to perform at their own community events.”
Grantee Report, 2015
23 2. Some grantees attributed additional organizational exposure and awareness by new or different funders to their VCF grant funded work. For most organizations that mentioned fundraising-associated impacts, the focus was primarily on other funders seeing the fruits of their VCF funded work, such as the ability to provide high quality programs and services to existing clients. Others mentioned how investment in operational capacities could position them to garner funds in the future, for example via better data and reporting systems. Additionally, as exhibit 5 indicates, some grantees stated that they learned about new funders in the community as a result of VCF, while some indicated that they received additional funding as a result of their VCF funded work. “
Funding from the Vernon CommUNITY Fund establishes a system for accountability and real-time feedback that will establish a solid foundation for sustainable growth, which is a major organizational goal. By establishing and maintaining reliable, consistent, and transparent quality reporting, beginning with the clients we serve, we are establishing a basis for the development of additional layers of evaluation metrics throughout the organization.”
Grantee Report, 2018
24 Finding 3
Building Partnerships
“
Our work in the Vernon-area has received a lot of attention from other groups that want to direct more resources into areas with low civic engagement. Another huge success was seeing our grant work featured in the national publication, American Bicyclist Magazine. The article was centered on how our outreach in an area of low civic engagement, with a history of disinvestment, lays the foundation for the creation of communities that are healthy and safe for walking and bicycling.” Grantee Report, 2015
25 The Jemmott Rollins Group and City of Vernon partner to provide current and former VCF grantees, and other
local organizations the opportunity to meet Los Angeles and California-based funders. Through “Meet the
Grantmaker” panels, grantees had the opportunity to
hear directly from funder partners about their strategic priorities, inquire about strategies to be competitive for funding, and network more broadly.
As one survey respondent shared, “Being connected
with VCF and their events and grants has led to an
increase in knowledge about the agencies and funders
operating in this space. As a newer grants manager in
this area, I specifically have learned a great deal from VCF activities!”
VCF Capacity Building:
Meet the Grantmakers
Finding 4
Navigating Barriers
and Challenges
Grantees navigated a number of barriers and challenges, including the COVID 19 pandemic, which influenced their work in a variety of ways. Most grantees described progress and creative solutions, despite these challenges. With the pandemic, several were forced to adjust their plans and adapt to the new context and changing community needs.
1. Organizational and
grant-related challenges
were the most commonly
cited (n=34 reports),
and primarily focused
on staffing and staff
turnover, the need for
grant funding and general
operating support, and
other programmatic
limitations. Hiring and
turnover challenges
disrupted operations and
service delivery for some
organizations, especially
those that provide direct
services such as mental
health counseling.
2. Community and clientrelated challenges
were another frequently
mentioned (n=27 reports)
barrier that grantees
worked to address.
COVID-19 was the most
significant community
challenge, leading
to increased illness,
loss of income, and
heightened food and
housing insecurity. For
many organizations, the
effects of COVID-19 were
exacerbated by previous
challenges experienced
by the communities
they serve, including
entrenched housing
insecurity and access to
critical resources such as
health care. Organizations
working with immigrant
communities also
described changes after
the 2016 election, which
resulted in increased fear
and reduced engagement
among those populations.
3. Systems-level barriers
(n=10 reports) ultimately
underlie many of the
challenges that VCF
grantees named,
including difficulties with
coordinating across
County agencies, partners
and other stakeholders,
as well as inadequate
funding and limited
systemic supports for
the most vulnerable
populations. Grantees
described ways they
bolstered partnerships
with other organizations
and agencies to overcome
some of the systemic
barriers that prevent
community access, while
some others describe
how they are building
advocacy skills among
their community base
in an effort to advance
broader systems change
over time.
26 “
[We] noted a trend across lenders that demand for
loans has decreased in areas with large migrant and
immigrant communities, including Vernon and East
LA. This challenge has been building over the past
few years due to growing anti-immigrant sentiment
and increasing fear among this demographic. These
communities are trying to ‘fly under the radar’ due to
an uncertain political climate and fear of raids.”
Grantee Report, 2018
27 “
[Our organization], like any other small non-profit
organization, spends a lot of time seeking and
securing funding from multiple sources. These efforts
coupled with the pressure to direct all resources to
programs and services creates significant financial
stress. Continuing to have insufficient operating
support to cover our organization's needs and finding
enough money to achieve our mission remains an
ongoing challenge.”
Grantee Report, 2014
“
In conjunction with
the compounding
issue of family
homelessness across
this region, many lowincome and homeless
families are in need
of specialized mental
healthcare in order
to end the cycle of
generational poverty.
However, strict
eligibility requirements
under our contracts
with the LA County
Department of
Mental Health (DMH)
and the Los Angeles
Homeless Services
Authority (LAHSA)
make it difficult to
provide services
to each and every
family who come to
us seeking help.”
Grantee Report, 2018
Since 2014, the Vernon CommUNITY Fund has played an important role in supporting local organizations to enhance their work and provide essential community services. VCF grantmaking supported organizational programming and service delivery, enabled organizations to expand infrastructure, and expanded organizational capacity in traditionally underserved communities. By reducing barriers to entry, such as onerous funding applications and organizational infrastructure requirements, the VCF created additional space for grantees to focus on their missions, whether providing education, healthcare, or community development. This investment has helped to foster stronger, more resilient neighborhoods.
Lessons from grantee reporting and survey data provide insight into how the VCF can continue supporting grantees in the future.
Looking Ahead:
Considerations
for the Future
28 Multi-year investment in organizations can stabilize programs and build capacity to receive grant funding from other sources Grantees that received successive years of funding recommended that the City of Vernon and the VCF institute a one-time multi-year grant application to relieve the administrative burden on applicants to re-apply each year. In that the grant budget for VCF is approved each year by the City Council as part of the Annual budget for the City, multi year grantmaking is not possible. However the Grant Committee could consider a modification of the application process to support returning grantees by reducing the need to produce forms and documents already on file with the City.
Continue to foster partnerships and networking among organizations and funders
Grantees expressed interest in ongoing networking and community building activities, including additional opportunities to 1) meet and engage in dialogue with grant-makers and 2) learn more about other organizations and opportunities for strategic partnership. Consider providing additional technical assistance and resources Some grantee organizations expressed interest in other types of support, in addition to financial resources, such as training and staff professional development related to various organizational capacities (e.g., fund development, evaluation). 29 30
“
Key partners of the Vernon CommUNITY Fund, including the Jemmott Rollins Group and the City of Vernon, can further support organizations like ours by offering additional resources beyond financial contributions that enhance our ability to serve the community effectively. For example, providing access to professional development workshops on grant writing, program evaluation, and community impact measurement would strengthen our organizational capacity and increase the sustainability of our programs. Moreover, creating networking opportunities where community organizations can connect with local businesses, government agencies, and other nonprofits would foster collaborative efforts to address community needs comprehensively. Increased visibility and engagement through public acknowledgment of funded programs at city events or in local publications would also raise awareness and strengthen community support.”
Grantee Survey Respondent
31 1. Abriendo Puertas/Opening Doors
2. Alzheimer’s Greater LA
3. Big Citizen Hub
4. Boyle Heights Youth Football
5. Boys & Girls Club of
West San Gabriel Valley
6. CA Children’s Academy
7. CA Derby Dolls
8. CA Latino Leadership Institute
9. Cal State LA University
Auxiliary Services
10. Camp TLC at East LA Rising
11. Casa 0101
12. Catholic Big Brothers Big Sisters
13. Center for Nonviolent Education
& Parenting
14. Centinela Youth Services
15. Chicxs Rockerxs
16. City of Bell
17. Clinica Oscar Romero
18. Coalicion de Latinos Americanos
19. Dolores Mission School
20. East LA Community Corporation
21. East LA Women’s Center
22. Eastmont Community Center
23. Family Health Care Centers
of Greater LA
24. Future Scholars of Bell High Program
25. Girl Scouts of Greater LA
26. Girls on the Run of LA County
27. Helping Hands Society of LA
28. Helpline Youth Counseling
29. Hispanas Organized for
Political Equality
30. Holy Angels Church of the Deaf
31. Human Services Association
32. Huntington Park Youth Football
& Cheer
33. Immigrant Youth Coalition
34. Inclusive Action for the City
35. InnerCity Struggle
36. Jovenes
37. LA Area Council Boy Scouts of America
38. LA Center for Law and Justice
39. LA Community Garden Council
40. LA County Bicycle Coalition
41. LA Family Housing Corporation
42. LA Music and Art School
43. Las Fotos Project
44. Latino Equality Alliance
45. Libros Schmibros Lending Library
46. Mark Taper Foundation Shelter
47. Muscular Dystrophy Association
48. Neighborhood Music School
49. Opportunity Fund
50. Plaza Community Services
51. Project Return Peer Support Network
52. PUENTE Learning Center
53. Rio Hondo-Vernon
Rotary Club Foundation
54. SCGA Junior Golf Foundation
55. SELA Collaborative
56. Self-Help Graphics and Art
57. So’oh-Shinali Sister Project
58. South Central Family Health Center
59. South Central LA Regional Center
60. Southeast Churches Service Center
61. Southeast Community
Development Corp
62. Southeast Community Foundation
63. TreePeople
64. Variety Boys & Girls Club
65. Vernon City Elementary
66. Vision to Learn
67. Woodcraft Rangers
68. YMCA of Metro LA-Southeast Rio Vista
69. YMCA of Metro LA-Weingart East LA
70. Youth Champions
71. YWCA Greater LA
32 Appendix I:
Grant Recipients
33 Appendix II:
Methods
This report incorporates history and context of
the region and the VCF, drawn from background
documents and other artifacts, and relies upon the
following data sources:
Grantee annual reports
Grantees’ interim and/or final reports were qualitatively analyzed to identify themes related to project progress and challenges, along with outcomes of the work. A total of 92 grantee reports were analyzed,
which included at least one grant report for 55 unique VCF grantees (representing 82% of the 67 grantees required to submit annual reports). In some cases, grant reports were available for the same grantee for multiple years of funding, and in other cases they were not.
Grantee survey
Grantees completed a retrospective impact survey in October and November 2024 to reflect on key outcomes and experiences associated with their VCF grants. Participants received gift cards as a token of appreciation for their time and contribution. A total of 31 submissions were received, representing 30 grantee organizations (43% of 69 grantees invited to participate).
34 Appendix III:
Limitations
This report is subject to the following limitations:
Reliance on grantee reporting
Grantee reporting served as the primary data source to minimize burden on grantee organizations, however reports were not available for all grantees for all years of funding. Additionally, reports may reflect the perspectives of individual staff members or lack comprehensiveness, which can introduce bias or an incomplete picture of the work. Although analysis of grant reports reduces burden on grantees, this approach may not provide nuanced details, context, or unintended outcomes that could be captured through other forms of data collection.
Recall bias
The grantee survey asked respondents to retrospectively consider the impact of grant funds. Respondents who were funded earlier in the history of the VCF (i.e., between 2014-2020) may not accurately or completely remember specific details, outcomes, or challenges associated with their grant funded work.
35 1 Vernon CommUNITY Fund.
http://www.vernoncommunityfund.org
2 Sonksen, M. A Brief History on the Gateway Cities.
https://greenportal.wca.ca.gov/local-voices/a-brief-history-on-thegateway-cities-2 3 US Census Bureau. City Profiles search for cities of:
Vernon; Bell City; Commerce City; Huntington Park
City; Maywood City; East Los Angeles CDP.
https://data.census.gov
4 City of Vernon. Vernon Community Fund
Grant Committee.
https://www.cityofvernon.org
36 Appendix IV:
References
37 Acknowledgements
JRG gratefully acknowledges the guidance and
support of the Vernon City Council, the
Vernon CommUNITY Fund Grant Committee,
and the City of Vernon Administration Team.
This publication was produced for
the City of Vernon, CA by
Fran Jemmott, CEO, Project Manager
James Hull, Information Technology Manager
Shayla Spilker, MSPH, Evaluation Consultant
Brent Rollins, Graphic Designer