About Us

CCF Regional Recovery Hubs (RRH)

The CCF Regional Recovery Hubs (RRH) represent an emergent model for collective impact that seeks to engage nonprofit organizations and their communities in a shared agenda for addressing the urgent and unprecedented needs across Los Angeles (LA) County due to the COVID-19 pandemic. The COVID-19 pandemic has perpetuated itself in the hardest-hit communities among these regions, in part because of civic deserts and due to structural biases in our critical safety nets. Loyola Marymount University’s research (April 2021) on voter-turnout found that civic deserts are present in all areas of Los Angeles County and they share common demographics, such as an overrepresentation of Latina/o residents, younger populations, and languages other than English spoken at home. To mitigate the ongoing devastation in low-income, immigrant, black and brown communities, we must focus on strengthening place-based coordination and build-out community based nonprofit infrastructure around pandemic resiliency.  

 

In 2021, CCF worked with partners and researchers to analyze and debrief the We Count LA Census 2020 Campaign; it was evident that one of the highlights of the campaign was the regional infrastructure that was built to coordinate and strategize at a local level. The Campaign established a network of nonprofit organizations from each of the six geographic regions in LA County: San Fernando, Antelope Valley, Southeast LA, South LA, and Long Beach, and the San Gabriel Valley. Together, Asian Americans Advancing Justice (AAAJ), Active San Gabriel Valley (SGV), Antelope Valley Partners for Health (AVPH), Centro CHA, Community Coalition, Pacoima Beautiful, and SELA Collaborative, have served as the Leads for the Regional Recovery Hubs building upon the work already done through the Census Campaign and initial phase of COVID-19 recovery funding.  

Community Wealth-Building

Community wealth building is a systems-change strategy to economic development that centers community self-determination. As a reparative approach to addressing deeply entrenched systemic inequities and disparities across LA County, community wealth building may include leveraging grant funds to increase opportunities to hire directly from the community, workforce development training, and capital projects. 

Civic Participation and Power-Building

Community Power-Building is both the desired outcome and a shared strategy among the RRH.  Each organization and region will deploy different solutions to effectively engage community members as active and direct participants in decision-making processes that will determine the trajectory of recovery efforts beyond the next two years. Through a broad focus on civic engagement, grant funds may be used to train community members to advocate for transformative political agendas. RRH Leads serve a crucial role in creating bridges between traditional service delivery work and political advocacy.  

 

Shared Governance

Shared Governance will necessitate building equitable structure for both decision making and for the potential for funding decisions and allocations. Organizations will need to leverage funds early in the grant-term to undergo a process of developing a long-term vision and strategy that will require a model for shared decision-making amongst the RRH organizations.    

 

Strengthening Organizations

Strengthening internal organization capacity is a foundational program element that will ensure the long-term success and sustainability of the RRH efforts. RRH Leads will use grant funds to increase staff for human resources, finance and accounting, development, communications and outreach, project management, legal counsel, and data collection and analysis. Investment in capacity building is necessary to position organizations, and their allied partners, to successfully absorb government funding for greater impact    

 

Over grant period, individually and collectively building upon these strategic deliverables, the network will have built significant capacity and infrastructure to support greater civic participation and power-building efforts across the regions.

STRATEGIC DELIVERABLES 

Cohesive grantmaking guidelines and procedures

Each hub organization will determine the specific role and capacity it will play in helping to funnel resources and support to grassroots, community-based organizations in their regions. This can be done through grantmaking, re-granting or collaborative programs depending on the specific circumstance of each region.  These programs will be developed under the direction of each Regional Hub Lead and in collaboration with CCF, as appropriate. 

Articulated alignment between related efforts

  • During the course of the two-year grant period, each region should expect to work towards consensus among other aligned efforts in their own region and across the County.  
  • Within each region, hub organizations will help foster alignment between collaborations working towards aligned but distinct goals (e.g., youth development and environmental justice) 
  • The network as a whole will need to establish agreement and alignment and delineation of roles with other county-wide efforts (such as Bold Vision). 
  • In both regional and county-wide efforts, the specific areas of alignment, roles, responsibilities and expectations will be written documents or MOUs that receive sign off from stakeholders of each collaboration. 

Long-term (5-10 year+) strategy for impact

  • One of the results of the grant term should be progress towards a widely agreed upon strategy for impact that extends beyond the 2-year term of the grant. 
  • The strategy should clearly spell out how the efforts underway during the two years grant term will help feed and bolster a longer (5-10) year effort. 

Data collection/analysis hub accessible across the network.

  • In partnership with CCF and the Pat Brown Institute for Public Affairs, each hub organization will develop a strategy to engage the broader community with community survey data.  
  • This may include brief reports, publically accessible digital repositories, and community convenings led by Regional Hubs. 

Implementation 

Phase 1 

Developing models of regional governance and decision-making.

Governance models will promote mutual transparency and accountability between organizations and their allied partners, regionally and network-wide.  

Strategic planning leading to a clear articulation of roles and responsibilities between organizations and their allied partners.
  • Strategic planning will provide focus and direction for the work beyond the grant-term. 
  • These efforts should help to ensure that each organization is able to advance its own mission, while playing a clearly defined role in their individual regional collaborations.
Developing processes and protocols for community-based grantmaking.

In partnership with CCF, Leads will determine how to position their organizations to facilitate investments in regional nonprofits and other community-serving organizations. 

Building data tools that allow for community-wide access
  • Organizations will continue to focus on data collection and analysis with the goal of creating a platform for centralized access to the ongoing research and training on implementation of data-driven projects. 
  • This work will be initiated in partnership with the Pat Brown Institute for Public Affairs at Cal State Los Angeles, through its existing agreement with CCF to support data collection for the recovery hubs. 
Staffing Assessment

Organizations will prioritize assets to improve staffing structure in critical areas needed to support projects in phase II, particularly in core administrative functions such as human resources, accounting and finance, development and operations, and communications and outreach 

Build Communications Infrastructure

A key function and responsibility for the organizations is to effectively mobilize cross-sector collaborations in their regions, which requires a robust and comprehensive set of multi-modal tools to reach diverse audiences   

Inventory of allied and adjacent efforts across the community.

Phase 2

The creation of buckets of funding allocated for specific support needs (i.e. legal defense, campaign communications, economic development, government relations, etc).
Support for project-based initiatives that advance network priorities such as
  • Training for community members on policy advocacy 
  • Increase funding for grant-writing and grant-seeking to access government funding sources 
  • Consultants to help develop and foster collaborative advocacy framework 
  • Community outreach and organizing