14Nov

Los Angeles’ Investment in Collective Visioning Sets Trajectory for Leading Edge Innovations

November 14, 2023 F4ICA 1

Setting a shared vision to advance work individually and collectively

At the beginning of the Fund for an Inclusive California’s work with the LA-based Community Advisors, they raised the need for a planning retreat that would bring groups together and build relationships to coalesce in a broad, shared vision for housing justice and equitable development.

We resourced and helped convene the LA planning retreat in late 2019 to set a shared north star vision for housing justice across 15 organizations that continues to guide Community Advisors today. As a result of this retreat participants agreed to take the bold step of creating a regional planning and coordination framework, the LA Housing Movement Lab, to analyze progress, campaigns and opportunities on an on-going basis.

The North Star process was really profound in the sense that we are working in a bunch of different spaces on a bunch of different campaigns, but there is a connective overarching objective that we’re building towards. It has created a mind-expanding experience in terms of how to build strategy.
Public Counsel, LA Community Advisor

By working together with the convening support of the Fund and their north star vision, they have been able to align on longer-term work, not just from campaign to campaign. This is a key strategy in longer-term power building. Each organization continues powerful individual organizational work that is relevant to their base, and builds under this shared vision.

“Not having to react in the moment with 15 different small policy proposals, but being ready to say what we need to decommodify housing, and having that at the start of the echo chamber, ready to roll, that was really, really helpful.”
– Strategic Actions for A Just Economy (SAJE), LA Community Advisor

Creating Leverage for Public Dollars and Policy: $14 Million for Community Land Trusts

In 2020, LA groups came together to advocate for Project Roomkey, which allowed Californians made vulnerable by the pandemic to access affordable housing in hotels and motels. In 2021, some of these LA groups established the Los Angeles Acquisition/Rehabilitation Working Group in partnership with Los Angeles Community Land Trust Coalition (LACLTC), affordable housing developers, Legal Aid Foundation of Los Angeles, and Enterprise Community Partners.

The working group secured $14 million in public funding to resource social housing strategies focused on community land trusts, received additional philanthropic funding and successfully advanced policy changes to work toward tenant ownership through the community land trust model.

Developing and Passing Landmark Policy: Measure ULA

Today, local advocates continue to advance their shared goal of decommodifying 20% of all housing stock in Los Angeles County by 2050. Measure ULA (ULA), an idea that was incubated in the Housing Movement Lab and delivered on by a strong coalition of homeless service providers, affordable housing nonprofits, labor unions, and tenants rights groups.

Community Advisors and their allies successfully drafted and passed this ballot measure during the November 2022 election cycle. Also known as the “mansion tax,” advocates estimated the one-time tax on sales of residential and commercial property over $5 million would generate $900 million annually in new revenue for supportive and affordable housing programs, including development, construction, acquisition, rehabilitation, and operation of housing. Funds will also help pay for programs that provide short-term emergency rental assistance, eviction defense, tenant outreach and education, cash assistance for low-income seniors and individuals with disabilities, and tenant harassment protections. Pending litigation efforts have forestalled the full implementation of ULA.

Los Angeles’ housing justice movement has a critical opportunity to make advances in spite of the lawsuits. Given that Mayor Karen Bass has committed a modest $150 million for ULA while the lawsuits are pending, advocates are now focused on how the city is allocating these dollars. With $10 million allocated for housing innovations, advocates have an opportunity to pilot models like community land trusts, as well as informing the guidelines with pro-social housing components, such as strong tenant management with city-owned properties.

“There is continued advocacy so the city sets a plan and that implementation is aligned with the vision. There is urgency to show that these are viable models…and how quickly we can show success.”
Community Advisor

Leading Innovations: Labor and Housing Aligning

Strong collaboration and connections between worker organizing and housing justice is also a distinctive feature of the Los Angeles landscape.

Community Power Collective’s constituency, all street vendors are tenants. The organization engaged in tenant organizing with street vendors as the pandemic worsened the living and working conditions of street vendors and their families.

ACCE members in Los Angeles are engaging workers on three fronts, including its partnership with SEIU in a campaign to hold the University of Southern California responsible for its expansion and efforts to gentrify neighborhoods and increase displacement of low-income residents living near the campus.

ACT-LA, Korean Immigrant Workers Alliance, and Innercity Struggle are building relationships with local labor unions and worker centers as their members increasingly identify the lack of affordable housing as their primary concern.

As with other regions throughout the state, Los Angeles renters are organizing to strengthen tenant protections and make them permanent. The Keep LA Housed Coalition continues to work towards strengthening the local ordinance that protects tenants from landlord harassment.

At the county level, the coalition continues to advocate for a Tenants Bill of Rights. In collaboration with statewide partners, ACCE Los Angeles, Inner City Struggle, and L.A. Voice strongly advocated for and mobilized their members to secure the passage of SB-567, the Homeless Prevention Act that closes loopholes to prevent unjust evictions, provides mechanisms for accountability and enforcement, and gives residents and cities the power to sue landlords who illegally evict or raise rents.

Leading Innovations: Community Ownership and Control

By gathering and setting an aligned vision, partnerships are underway that are at the leading edge of housing justice innovations in the state, all coming from Los Angeles.

Community Power Collective has partnered with Fideicomiso Comunitario Tierra Libre to acquire and jointly operate buildings. This partnership seeks to build the organizing capacity of its residents to advocate for policies that will advance community control of land and housing at the city and county level.

The Social Justice Learning Institute (SJLI) has secured capital to purchase land and develop 120 units of affordable housing. SJLI seeks to practice a collective ownership model so that residents will become 50% owners of the project. This project aims to “show the city of Inglewood that you can create 100% affordable housing and it will not create a ‘ghetto.’”

Little Tokyo CDC provides technical assistance and capacity building to expand community ownership models through partnerships with community land trusts. Little Tokyo CDC is committed to partnering with local base-building organizations so that BIPOC communities can learn to “develop on their own.”

10Oct

A Community-Designed Housing Justice Strategy

October 10, 2023 F4ICA 0

A core value of the Fund is holding the priorities of our community partners at the center of our efforts. We designed a learning and evaluation process that focuses on learning from our partners and ensuring our actions are accountable to their needs as experts living and working on the frontlines of these efforts.

Designing this second phase was an opportunity to push ourselves further into alignment, by designing a strategic planning process that was led by these same partners who have been with us and have a vision of what is needed to ensure California is a place where people of color, people living on small or no incomes, still all have a place to call home.

Our Community-Led Process

Our vision of housing justice and equitable development is one where the people closest to the issue have the power to lead and make decisions about their lives, their neighborhoods and communities. This is also a value we hold in the design and operation of the Fund for an Inclusive California. Early on in the development of our strategies we set up a process for accountability to organizations that are funded, to get their feedback and guidance on how we were doing as funders, and how we could better align our funding and processes to their work.

This practice took hold and deep trusting relationships were developed over the years working together. As we teed up the next phase of the fund, we knew there was a possibility to evolve and step even further into community-led strategies and decision-making.

“Having been in this work a long time, and never seen funders follow the lead of organizations, I was skeptical as to whether that commitment would and could be truly realized, but to my surprise, from start to finish, what I saw was funders approaching this with humility and recognition that it is those in the trenches moving this work forward and the best vantage point on what the strategic plan should be.”
Strategy Working Group member

The approach to developing F4ICA’s goals and strategies for this current five-year phase reflects our practice of transparent, accountable, and movement-aligned philanthropy. A nine-person Strategy Working Group made up of Community Advisors, who partnered with F4ICA during the first four years, were the drivers and decision makers of the F4ICA 2023-2027 strategic planning effort.

This vision statement developed by the Strategy Working Group, which serves as our compass for the next five years:

This future results from a long-term investment in and practice of power building that develops a mass movement and strengthens the organizing infrastructure in California to transfer power, political influence, and economic opportunity from the few to the many.

Through an eight-month process they shaped the priorities of the Fund for this current five-year phase, which have now been refined further through review and direction given by the organizations in each region.

“We had several checkpoints where we circled back with the other organizations. At the convening, we shared our best thinking and checked in with regional coalitions. helpful that as we were going through the process, we were circling back with folks on the ground.”
Strategy Working Group member

Over the eight months, the Strategy Working Group met each month, and were facilitated by F4ICA staff, and when funding strategies were on the table, we brought in our funder partners to gut check the approaches, ask questions to further develop the funding strategy and offer advising from their perspective on the field of philanthropy. In evaluation following the strategic planning process, the Strategy Working Group reflected that this process gave them the opportunity to inform the philanthropic direction of the housing justice field.

Reflections

Strategy Working Group members shared these unique takeaways from the process:

This is the first time the Strategy Working Group members participated in a strategic planning process for philanthropy that was truly created and crafted by grantee organizations.
While power dynamics are inevitable, these power dynamics were acknowledged and less of an issue.
Active listening in this process did not feel extractive.
Layering opportunities to include the voice of the larger pool of Community Advisors.
Important to engage a facilitator with movement and philanthropic experience.

“One of the moments that stands out a lot about the process, that I took big learning away from, was the day-long retreat in LA was exploring where we were five years ago and seeing how the things that were at the edges and we were pushing for that funders are funding now. Seeing that trend tells me that we need to keep pushing on the edges and hopefully will have funding – things like tenant protections that five years ago were not the thing to be funding and social housing might seem like out there ideas, but we should continue to be doing this work.”
Strategy Working Group member

“The resources to do the work and the capacities of our organizations are all finite and scarce compared to the need. The more we can all come together – practitioners on the ground and funders to think and do long-term planning together and think about the best and most strategic allocation of resources. Funders do their own strategic planning, but it should not be funders that figure out the strategic planning for the movement because they are not the ones who will carry it out.

are the closest to analyzing what solutions are most needed and most strategic to advance and analyzing the power we have on the ground and what power we don’t have on the ground to achieve the given solutions.

The brilliance of this approach is that it showed recognition that groups on the ground are in the best position to think through what the strategic plan can and should be over a long and short-term period to achieve the greatest impact for our communities. That should drive where funders put their resources. F4ICA demonstrated a great belief in our collective wisdom about what we can achieve now and in the coming years and what it will take to achieve it.”
Strategy Working Group member

For foundations interested in a similar approach, the group offered these insights and points of feedback.

Assess the strengths of pre-existing relationships among grantees and with funders to determine the depth of process needed.
Be bold and reach out to grantee organizations, including grassroots organizations.
Don’t engage in a similar process unless you are truly willing to take the advice of grantee organizations.
Invest in a facilitator that understands the movement and philanthropy.

“I saw a process that brought us together and worked hard to prevent the inherent imbalance of power. Organizations feel a need to put ourselves out in a way to make sure funders fund us, and measures were taken to tamp down that power and give those on the ground equal power in this process to shape the outcome without precluding the voice and wisdom of funders.”
Strategy Working Group member

“For such a complicated topic, did a good job of grounding in what was realistic. Being clear about the role of the Fund and honest about philanthropy and how far we needed to move them. We had a session with the steering committee (funder partners), and the session was great for putting things on the table, learning how they were trying to move internally and realize all the limitations.”
Strategy Working Group member

What is Ahead

The next steps of shifting decision making will be standing up a governance body that is made up of half Community Advisors and half funders, each with specific roles and responsibilities to guide the strategies of the fund, and organize funding of housing justice efforts.

10Jul

Our Next Phase: Doubling Down on Power Building for Housing Justice

July 10, 2023 F4ICA 0

There is significant work ahead for organizations across the state that are growing people power, working toward housing justice. They are meeting the call with organizing strategies that are visionary and rooted in experience. These are not wait and see moments.

Housing is essential to our well-being, yet Californians across the state are struggling to secure healthy, dignified places to live. Organizers are working to hold elected officials accountable to their responsibility to govern on behalf of residents, not corporations. They are fighting back against the outsized influence of corporations on real estate and land use in California, so our housing stock is preserved for the people, not as an asset on the private market.

As funders committed to long-term systems change, we are doubling down our efforts — with a five-year commitment, larger investments, and a co-governing body made up of the field and funders.

Our vision of housing justice and equitable development is one where the people closest to the issue have the power to lead and make decisions about their lives, their neighborhoods and communities. The approach to developing F4ICA’s goals and strategies for the next five-years reflects our practice of transparent, accountable, and movement-aligned philanthropy. A nine-person Strategy Working Group made up of Community Advisors spent eight months as the drivers and final decisionmakers of the F4ICA 2023-2027 strategic planning effort.

We hope to inspire you and set your sights alongside ours, shoulder to shoulder toward this vision statement developed by the Strategy Working Group, which serves as our compass for the next five years:

We envision communities where working-class people historically bearing the brunt of social inequity are decision-makers over how their neighborhoods, land, and homes are owned, developed, and stewarded. Housing as well as development policies and decisions are designed to maximize the flourishing of families rather than profit. All people have dignified, well maintained, affordable homes that support their rootedness and belonging.

This future results from a long-term investment in and practice of power building that develops a mass movement and strengthens the organizing infrastructure in California to transfer power, political influence, and economic opportunity from the few to the many.

We have formally stepped into the next phase of work for the Fund for an Inclusive California. There are many details laid out in the plan, but the approach is straightforward: continue to support base-building organizations to build long-term power toward housing justice and to organize funders to support those efforts.

The relationships and work that organizations took on in the last five years is illustrative of what is ahead. We are deepening these relationships and doubling down on organizing, community-driven innovations for permanently affordable housing outside of the speculative market, and further harnessing philanthropic resources for community power.

STRATEGIES

Doubling down on local and regional infrastructure for organizing and power building, to continue to grow the organized base and to link efforts across regions, and to the state level.

Supporting the holistic approach of intersectional organizing. Across the state, organizers are addressing environmental justice, immigrants rights, criminal legal systems and reentry work — all of these overlap with safe, affordable housing, tenant legal support against discrimination or unsafe conditions, and ensuring all residents have access to healthy living conditions.

Staying at the leading-edge of innovations in community ownership and electoral organizing. We are expanding the tools in the toolbox to meet the scale of the challenge — address systemic challenges with community-driven innovations like social housing, land acquisitions, and cooperative land ownership. We will support organizations with flexible funding as they engage in electoral organizing, and invest in creative, community-driven solutions like community land trusts and co-ops.

Shifting more decision-making power to our community partners. We have evolved from a funder-conceived effort to a co-designed partnership with community organizations, and now through the community-led process we will be moving forward with a revised governance structure that puts community at the decision making table with funders.

Additionally, we will be hands-on, organizing and growing the network of funders aligning our sector to movement priorities. We already have funder partners that are on board and aligning more peers toward this work. We have $3.5 million in commitments toward our $5 million year-one goal, and a five-year $25 million plan.

The Fund for an Inclusive California at its core is about people: People of color, immigrants, working class people and people struggling to make ends meet — building power to determine what their communities look like.

We hope you will join in with your support, voice, and resources to make this vision a reality for communities across the state and beyond. Organized and aligned to the vision of communities on the frontlines, we can break through to a new way of being in community and solidarity with each other.

In solidarity,

Alicia Olivarez, Interim Co-Executive Director, Power California, Strategy Working Group

Cynthia Strathmann, Executive Director, SAJE (Strategic Actions for a Just Economy), Strategy Working Group

Jazmin Segura, Director, Fund for an Inclusive California

Strategy Working Group

We want to recognize the members of the Strategy Working Group for their dedication and vision for the next phase of our work.

Lupe Arreola (she/her), Executive Director, Tenants Together
Veronica Garibay (she/her), Co-Executive Director, Leadership Council
Lorena Melgarejo (she/her), Executive Director, Faith in Action Bay Area
Alicia Olivarez (he/her), Interim Co-Executive Director, Power California
Vonya Quarles (she/her), Executive Director, Starting Over, Inc.
Karym Sanchez (he/him), Lead Organizer, North Bay Organizing Project
Amy Schur (she/her), Campaign Director, ACCE Institute
Derek Steele (he/him), Executive Director, Social Justice Learning Institute/Uplift Inglewood
Cynthia Strathmann (she/her), Executive Director, SAJE (Strategic Actions for a Just Economy)

31Mar

Trust-Based Learning & Evaluation: How to make equitable choices from the start

March 31, 2023 F4ICA 0

The Trust-Based Philanthropy Project is partnering with the Fund for an Inclusive California in a three-part series to chart a course for how philanthropy can reimagine learning and evaluation in alignment with community priorities.

10Dec

Organizing a multifaceted regional coalition

December 10, 2022 F4ICA 0

The has helped build more internal capacity to take on a lot more housing issues. It has also helped us connect with partners and work together to move policies forward at the local and state level. One example is AB 1487, we were able to work together to advocate for a 25% rural set aside for the eviction prevention fund.
Central Valley Community Advisor

Through the Fund’s support, the Community Advisors built on the relationships made in Stockton in 2019 and developed the Central Valley People’s Housing Coalition, creating a strong formal collaborative of organizers, legal services and policy advocates. Together, they have secured multiple renter protections across counties, protected tenants from unjust evictions, rent increases and deplorable living conditions – with a particular focus on serving undocumented and mixed-status immigrant families.

The Central Valley community partners are now pushing for policy and program changes they initially hoped to win prior to the pandemic. Their successful Right to Counsel campaign would have been unimaginable before the pandemic. They have now leveraged their regional efforts into statewide and even national civic engagement, participating in briefings with the White House Housing Summit on the crucial importance of eviction prevention.

05Dec

Shifting Practices: F4ICA team presents to the American Evaluation Association

December 5, 2022 F4ICA 0

The Fund for an Inclusive California approaches evaluation as a tool for learning from community leaders and as an accountability tool to align our priorities and strategies with frontline communities and social justice movements. Maricela Piña, founder of Community Center Evaluation and Research, has been the Learning and Evaluation partner to the Fund for more than three years. She worked with the Fund’s community partners to design approaches to information gathering and sharing that center their priorities and align with the Fund’s values of community-led vision and design.

Maricela and Jazmin presented their journey working together, focusing on relationship and trust building over time in order to ensure our measuring and learning focused on the Fund’s accountability to our community partners – rather than solely focusing on outcomes or impact.

It is understood that this approach is at the leading edge for learning and evaluation as a field, a few highlights the team shared during the presentation:

1) It is critical to take steps to move the focus of accountability from grantees to funders, so that learning is iterative to make funders better and better partners, and increasing accountability to community partners. This model should be elevated.

2) Who leads this work is important. Team composition, lived experience and expertise within the team are all important. The process and steps are important, and who you engage in this work is critical.

3) Values alignment is essential. Having alignment between the client and the evaluation team is a must to be sure your orientation and approach are all coming from the same grounded, community-centered place.

A reflection Maricela and Jazmin made during the session is that where the pooled fund is held is a critical factor, and speaks to the points above on “who leads the work” and “values alignment.” Common Counsel Foundation, where the Fund for an Inclusive California is held, has 35 years working with community-led organizations that are on the frontlines and supporting social justice movements. Common Counsel Foundation has built trust and meaningful relationships over time with movement partners, and is deeply rooted in its model of community-driven progress philanthropy.

Questions from the participants included curiosity about the process to engage funders and community partners in “sense-making sessions” that F4ICA holds to review and ensure that the data collected reflects the intentions of the people who provided input. This step ensures that evaluation doesn’t strip away important insights or create findings that are out of line with what participants shared, it provides a double check of the work.

See the data dashboards with regional information and insights gleaned from our learning and evaluation process in the Regional Impact Briefs.

24Sep

Overarching Impact Brief: Supporting a Community-led Vision for Housing Justice and Equitable Development

September 24, 2022 F4ICA 0

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24Sep

Los Angeles Impact Brief: Advancing a Shared Vision for Housing Justice

September 24, 2022 F4ICA 1

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24Sep

Inland Region Impact Brief: Powerful Multi-Racial Organizing for Housing Justice

September 24, 2022 F4ICA 0

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