FY 2020-21 Direct Service Grant DocketGRANT RECOMMENDATION FORM
General Applicant Information
Applicant Organization:
No. of Board Members:
Year Founded:Type of Organization:
Amount Requested:Recommended Amount:
Annual Budget:
Brief Narrative description of the organization
Organizational strengths:
Type of support
requested:
___ General Operating
___ Project/Program
First Time Applicant
Returning Grantee
Prev. Award amount:
Alzheimer's Greater Los Angeles
Health/Human Services 1981
$5,345,000 23
$17,450 17,450
✔
✔
Established, recognized organization continuously operating since 1981;
Innovative and responsive to the needs of diverse populations
Created the El Portal project in 2001, a regional service office to serve the local population with linguistically matched service;
The Executive leadership team is comprised of individuals with a broad skill set that both enhances and supports the overall
mission of ALZGLA;
ALZGLA has adapted to current conditions and provided continuous services to vulnerable, low-income, non-English speaking
consumers. The organization hired a Spanish language staff person to compensate for the reduction in volunteers in the
COVD19 era.
Alzheimer's Greater Los Angeles (ALZGA) is a 501c3- community-based health organization with a mission is to increase
awareness; deliver effective services; provide compassionate support;and advocate for quality care and a cure. Through
culturally competent and linguistically tailored services, ALZGLA's goal is to increase the community's caregiving skills and
capacity in order to help their families cope resulting in a better quality of life for caregivers and family members with
dementia. ALZGLA has a 23 member strong, active board, including well known local leaders including Susan Disney Lord,
Val Zavala, and Leonor Gavina-Valls, a member of the Gavina family whose coffee plant is an established Vernon based
business.
Since 2002 AZGLA has maintained an office in East Los Angeles and provided services in Spanish for residents of the
Vernon catchment areas. Services are tailored to address needs of low-income, non-English speaking families facing
significant barriers accessing care and entitlements. Among the prestigious awards received by AZGLA was the 2019
Grantmakers in Aging recognition for its long term investments in meeting the needs of diverse communities as well as the
2014 Rosalynn Carter Caregiving Award for caregiver education programs
$40,000 - FY2018-19
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___ Audit/IRS Form 990 (dated: _____ / ____ / _____ )
___ Organizational Budget
How does the proposal align with the goals of the Fund?
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governmental landscape:
Description of the proposal to which funds would apply
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Age Range:
Gender:
Race/Ethnicity:
Economic Status:
Family Type:
Military Status:
Sexual Orientation:
Other (specify):
___ Proposal Budget
Are there any activites planned to acknowledge VCF as a funder of this project/program/organization?
55+ALL
ALL N/A
Latinx/ESL N/A
Low-Income (40%) / ALL N/A
AZLA requests general operating support to continue services in the COVD 19. Typically, the
organizations serves 400 families, with 200 families in Vernon catchment area to be served in the
coming year. With state and county funded programs facing cuts, AZLA will continue to support
Medical and Medical Connect families with case management, caregiver education, virtual visits and
support group meetings, connection to nutrition support programs and community education.
$17,450 provides up to
200 families support at
a cost of $80 per family
The median yearly cost for nursing
home care for one person in CA is
$86,815
✔6 30 2019
✔
The general operating support that Alzheimer's LA requests is well aligned with the goal of the Fund in that it will:
--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 effective and responsible leaders at every level of society
--Strengthen and support non-profit organizations that benefit residents and neighborhoods
--Promotes positive social development of children, youth, families and senior residents in Vernon and surrounding areas
Vernon CommUNITY Fund recognition on Alzheimer's LA's website and e-newsletter that reaches
over 100,000 recipients per year
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PASADENA
234 E Colorado Blvd
Suite M150
Pasadena, CA 91101
p: 626.403.6801
OAKLAND
1901 Harrison Street
Suite 1150
Oakland, CA 94612
p: 510.379.1182
A Trusted Nonprofit Partner
www.npocpas.com
Main Fax: 626.403.6866
ALZHEIMER’S GREATER LOS ANGELES
DBA ALZHEIMER’S LOS ANGELES
FINANCIAL STATEMENTS
and
ADDITIONAL INFORMATION
JUNE 30, 2019
C O N T E N T S
Independent Auditors’ Report 1-2
Statement of Financial Position 3
Statement of Activities 4
Statement of Functional Expenses 5-6
Statement of Cash Flows 7
Notes to Financial Statements 8-17
Additional Information:
Independent Auditors’ Report on Internal Control Over Financial Reporting
and on Compliance and Other Matters Based on an Audit of Financial
Statements Performed in Accordance With Government Auditing Standards 18-19
PASADENA
234 E Colorado Blvd
Suite M150
Pasadena, CA 91101
p: 626.403.6801
OAKLAND
1901 Harrison Street
Suite 1150
Oakland, CA 94612
p: 510.379.1182
A Trusted Nonprofit Partner
www.npocpas.com
Main Fax: 626.403.6866
INDEPENDENT AUDITORS’ REPORT
To the Board of Directors
Alzheimer’s Greater Los Angeles
dba Alzheimer’s Los Angeles
Report on the Financial Statements
We have audited the accompanying financial statements of Alzheimer’s Greater Los Angeles dba Alzheimer’s
Los Angeles (a nonprofit organization), which comprise the Statement of Financial Position as of June 30,
2019, and the related Statements of Activities, Functional Expenses, and Cash Flows for the year then ended,
and the related notes to the financial statements.
Management’s Responsibility for the Financial Statements
Management is responsible for the preparation and fair presentation of these financial statements in
accordance with accounting principles generally accepted in the United States of America; this includes the
design, implementation, and maintenance of internal control relevant to the preparation and fair presentation
of financial statements that are free from material misstatement, whether due to fraud or error.
Auditors’ Responsibility
Our responsibility is to express an opinion on these financial statements based on our audit. We conducted
our audit in accordance with auditing standards generally accepted in the United States of America and the
standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller
General of the United States. Those standards require that we plan and perform the audit to obtain
reasonable assurance about whether the financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the
financial statements. The procedures selected depend on the auditors’ judgment, including the assessment of
the risks of material misstatement of the financial statements, whether due to fraud or error. In making those
risk assessments, the auditor considers internal controls relevant to the entity’s preparation and fair
presentation of the financial statements in order to design audit procedures that are appropriate in the
circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal
control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of
accounting policies used and the reasonableness of significant accounting estimates made by management, as
well as evaluating the overall presentation of the financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
audit opinion.
Opinion
In our opinion, the financial statements referred to above present fairly, in all material respects, the financial
position of Alzheimer’s Greater Los Angeles dba Alzheimer’s Los Angeles as of June 30, 2019, and the
changes in its net assets and its cash flows for the year then ended in accordance with accounting principles
generally accepted in the United States of America.
INDEPENDENT AUDITORS’ REPORT
continued
Other Matter
Report on Summarized Comparative Information
We have previously audited Alzheimer’s Greater Los Angeles' 2018 financial statements, and we expressed an
unmodified audit opinion on those audited financial statements in our report dated October 15, 2018. In our
opinion, the summarized comparative information presented herein as of and for the year ended June 30,
2018, is consistent, in all material respects, with the audited financial statements from which it has been
derived.
Other Reporting Required by GGove rn m e n t Au d i ti n g St a n d a rd s
In accordance with Government Auditing Standards, we have also issued our report dated October 14, 2019, on
our consideration of Alzheimer’s Greater Los Angeles dba Alzheimer’s Los Angeles’ internal control over
financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts,
and grant agreements, and other matters. The purpose of that report is solely to describe the scope of our
testing of internal control over financial reporting and compliance and the results of that testing, and not to
provide an opinion on the effectiveness of Alzheimer’s Greater Los Angeles dba Alzheimer’s Los Angeles’
internal control over financial reporting or on compliance. That report is an integral part of an audit
performed in accordance with Government Auditing Standards in considering Alzheimer’s Greater Los Angeles
dba Alzheimer’s Los Angeles’ internal control over financial reporting and compliance.
Pasadena, California
October 14, 2019
HHarrington Group
2019 2018
ASSETS
Cash and cash equivalents 608,942$ 990,957$
Grants receivable - government, state, and federal 140,295 86,302
Grants receivable - other 203,500 128,258
Bequests receivable 69,722 76,695
Other receivables 11,861 16,400
Accrued interest 5,733 10,564
Pledges receivable (Note 4)1,352,500 167,000
Investments (Note 5)4,201,711 4,494,524
Prepaid expenses 139,185 123,714
Land held for investment 5,000 5,000
Property and equipment - net (Note 7)375,724 311,452
TOTAL ASSETS 7,114,173$ 6,410,866$
LIABILITIES AND NET ASSETS
LIABILITIES
Accounts payable 50,452$ 85,106$
Accrued liabilities (Note 8)559,327 578,027
Deferred grant revenue 18,445 28,747
TOTAL LIABILITIES 628,224 691,880
NET ASSETS
Without donor restrictions 2,122,985 2,426,385
With donor restrictions (Note 10)4,362,964 3,292,601
TOTAL NET ASSETS 6,485,949 5,718,986
TOTAL LIABILITIES AND NET ASSETS 7,114,173$ 6,410,866$
The accompanying notes are an integral part of these financial statements.
3
ALZHEIMER'S GREATER LOS ANGELES
STATEMENT OF FINANCIAL POSITION
June 30, 2019
With comparative totals at June 30, 2018
DBA ALZHEIMER'S LOS ANGELES
Without Donor With Donor
Restrictions Restrictions 2019 2018
PUBLIC SUPPORT AND REVENUE
Contributions 3,635,284$ 1,686,105$ 5,321,389$ 2,740,954$
Special events 251,125 703,466 954,591 1,118,747
Government grants (Note 11) 473,572 473,572 643,288
Investment income - net (Note 5) 229,175 229,175 485,350
Gifts in kind 125,000 125,000 464,000
Other grants - 53,019
Program service and educational workshop fees 23,036 23,036 23,572
Other 36,018 36,018 31,074
Sales of merchandise, net of direct
expenses of $1,201 and $2,084, respectively 4,591 4,591 4,201
Net assets released from restrictions (Note 10) 1,319,208 (1,319,208) - -
TOTAL PUBLIC SUPPORT AND REVENUE 6,097,009 1,070,363 7,167,372 5,564,205
EXPENSES
Program services 4,714,673 4,714,673 5,518,867
Supporting services 1,685,736 1,685,736 2,135,035
TOTAL EXPENSES 6,400,409 - 6,400,409 7,653,902
CHANGE IN NET ASSETS (303,400) 1,070,363 766,963 (2,089,697)
NET ASSETS, BEGINNING OF YEAR 2,426,385 3,292,601 5,718,986 7,808,683
NET ASSETS, END OF YEAR 2,122,985$ 4,362,964$ 6,485,949$ 5,718,986$
ALZHEIMER'S GREATER LOS ANGELES
STATEMENT OF ACTIVITIES
For the year ended June 30, 2019
With comparative totals for the year ended June 30, 2018
The accompanying notes are an integral part of these financial statements.
4
DBA ALZHEIMER'S LOS ANGELES
ALZHEIMER'S GREATER LOS ANGELESDBA ALZHEIMER'S LOS ANGELESSTATEMENT OF FUNCTIONAL EXPENSESFor the year ended June 30, 2019With comparative totals for the year ended June 30, 2018FamilyServices Professional Public Publicand Education Training Policy Awareness ResearchSalaries 1,513,143$ 220,070$ 266,218$ 492,745$ 14,567$ Payroll taxes and employee benefits 337,458 48,629 58,748 109,198 3,163 Total personnel costs 1,850,601 268,699 324,966 601,943 17,730 Printing and publications 101,892 12,897 2,722 302,644 Occupancy, utilities, and insurance 273,320 22,899 23,964 63,734 1,431 Contract labor 111,957 20,666 15,217 60,472 210 Conference, conventions, and meetings 65,200 926 8,623 43,304 Grants and allocations 139,304 500 1,863 77,000 Equipment rental and maintenance 47,173 2,686 9,710 28,972 108 Telephone 47,341 4,670 5,660 12,723 215 Depreciation and amortization 45,045 3,857 4,502 9,685 150 Travel 31,194 3,631 7,001 5,846 325 Interest and bank charges4 Office and other supplies 12,447 1,812 478 2,805 61 Postage and shipping 4,005 30 25 4,740 Bad debt expenseMiscellaneous1,912Taxes and licenses 547 33 51 104 1 Cost of books and materials soldStaff recruitment440 TOTAL 2019 FUNCTIONAL EXPENSES 2,731,938$ 343,306$ 404,782$ 1,137,416$ 97,231$ TOTAL 2018 FUNCTIONAL EXPENSES 2,951,905$ 476,012$ 406,120$ 1,606,913$ 77,917$ Program ServicesThe DFFRPSDQ\LQJ notes are an integral part of these financial statements.
ALZHEIMER'S GREATER LOS ANGELESDBA ALZHEIMER'S LOS ANGELESSTATEMENT OF FUNCTIONAL EXPENSESFor the year ended June 30, 2019With comparative totals for the year ended June 30, 2018continuedTotal TotalProgram Management SupportingServices and General Fundraising Services 201920182,506,743$ 216,404$ 614,155$ 830,559$ 3,337,302$ 3,599,815$ 557,196 47,746 135,892 183,638 740,834 1,046,295 3,063,939 264,150 750,047 1,014,197 4,078,136 4,646,110 420,155 329 73,610 73,939494,094 853,220 385,348 20,551 61,704 82,255467,603 437,865 208,522 46,432 174,570 221,002429,524 591,074 118,053 1,926 118,385 120,311238,364 266,519 218,667 218,667 301,190 88,649 8,625 25,766 34,391123,040 136,715 70,609 5,233 13,012 18,24588,854 43,747 63,239 4,025 10,374 14,39977,638 85,099 47,997 2,806 21,464 24,27072,267 118,097 4 4,194 28,408 32,60232,606 42,876 17,603 5,045 3,804 8,84926,452 31,788 8,800 622 14,685 15,30724,107 35,565 20,000 20,00020,000 - 1,912 1,041 3,821 4,8626,774 6,292 736 46 419 4651,201 1,572 - - - 440 642 6421,082 56,173 4,714,673$ 365,025$ 1,320,711$ 1,685,736$ 6,400,409$ 5,518,867$ 400,479$ 1,734,556$ 2,135,035$ 7,653,902$ Supporting ServicesTotal ExpensesThe accompanyLng notes are an integral part of these financial statements.6
2019 2018
CASH FLOWS TO OPERATING ACTIVITIES:
Change in net assets 766,963$ (2,089,697)$
Adjustments to reconcile change in net assets to net cash
(used) by operating activities:
Donated real property in contributions (120,000) -
Depreciation and amortization 77,638 85,099
(Gain) on investments (180,784)(398,783)
(Increase) decrease in operating assets:
Grants receivable (129,235) 109,785
Other receivables 4,539 (5,533)
Accrued interest 4,831 8,288
Bequests receivable 6,973 (76,695)
Pledges receivable (1,185,500) 304,000
Prepaid expenses (15,471) 37,904
Increase (decrease) in operating liabilities:
Accounts payable and accrued liabilities (53,354) 42,271
Deferred revenue (10,302) 518
NET CASH (USED) BY OPERATING ACTIVITIES (833,702) (1,982,843)
CASH FLOWS FROM INVESTING ACTIVITIES:
Proceeds from sale of investments 2,250,032 2,765,988
Purchase of investments (1,681,038) (390,129)
Interest and dividend income reinvested (95,397) (130,049)
Purchase of property and equipment (21,910) (9,376)
NET CASH PROVIDED BY INVESTING ACTIVITIES 451,687 2,236,434
NET (DECREASE) INCREASE IN CASH (382,015) 253,591
CASH AND CASH EQUIVALENTS, BEGINNING OF YEAR 990,957 737,366
CASH AND CASH EQUIVALENTS, END OF YEAR 608,942$ 990,957$
7
The accompanying notes are an integral part of these financial statements.
ALZHEIMER'S GREATER LOS ANGELES
STATEMENT OF CASH FLOWS
For the year ended June 30, 2019
With comparative totals for the year ended June 30, 2018
DBA ALZHEIMER'S LOS ANGELES
ALZHEIMER’S GREATER LOS ANGELES
DBA ALZHEIMER’S LOS ANGELES
NOTES TO FINANCIAL STATEMENTS
continued
8
1. Organization
Alzheimer’s Greater Los Angeles dba Alzheimer’s Los Angeles’ (“ALZLA”) mission is to improve
the lives of local families affected by Alzheimer’s and dementia by increasing awareness, delivering
effective programs and services, providing compassionate support, advocating for quality care and a
cure, and supporting local research. 100% of all money raised stays local, allowing us to provide free
care and support to the community we serve in Los Angeles and the Inland Empire.
2. Summary of Significant Accounting Policies
A summary of the significant accounting policies applied in the preparation of the accompanying
financial statements is as follows:
Basis of Presentation
The accompanying financial statements have been prepared on the accrual basis of accounting.
Net Assets
Net assets, revenues, gains, and losses are classified based on the existence or absence of donor or
grantor-imposed restrictions. Accordingly, net assets and changes therein are classified and reported
as follows:
Without Donor Restrictions. These generally result from revenue generated by receiving
unrestricted contributions, providing services, and receiving interest from investments less
expenses incurred in providing program-related services, raising contributions, and performing
administrative functions.
With Donor Restrictions. Net assets are subject to donor (or certain grantor) imposed
restrictions. Some donor-imposed restrictions are temporary in nature, such as those that will be
met by the passage of time or other events specified by the donor. Other donor-imposed
restrictions are perpetual in nature, where the donor stipulates that resources be maintained in
perpetuity. Donor-imposed restrictions are released when a restriction expires, that is, when the
stipulated time has elapsed, when the stipulated purpose for which the resource was restricted
has been fulfilled, or both.
Cash and Cash Equivalents
ALZLA has defined cash and cash equivalents as highly-liquid investments with maturities of three
months or less when purchased, and not held for investment purposes.
ALZHEIMER’S GREATER LOS ANGELES
DBA ALZHEIMER’S LOS ANGELES
NOTES TO FINANCIAL STATEMENTS
continued
9
2. Summary of Significant Accounting Policies, continued
Grants and Pledges Receivable
Grants receivable and unconditional pledges are reported as assets and as revenues or gains in the
period in which the grant or pledge is received. An allowance for uncollectible grants and pledges is
recorded based on an analysis of collection histories and on a review of the credit worthiness of
grantors and donors. Based on management’s estimate, no allowance for doubtful grants or pledges
was recorded for the year ended June 30, 2019. The effective interest rate for the discount on
receivables due in more than one year is based on market interest rates in effect at the time of the
pledges. The market rates during the 2019 year were nominal: no discounts were recognized on
pledges made during the current year ended June 30, 2019.
Accounts Receivable
ALZLA uses the allowance method in order to reserve for potentially uncollectible accounts
receivable.
Investments
ALZLA values its investments at fair value based on quoted market prices. Realized and unrealized
gains and losses (including investments bought, sold, and held during the year) are reflected in the
Statement of Activities as investment income. Investment income and gains and losses on
investments are reported as increases or decreases in unrestricted net assets unless their use is
restricted by explicit donor stipulation.
Fair Value Measurements
Generally accepted accounting principles provide guidance on how fair value should be determined
when financial statement elements are required to be measured at fair value. Valuation techniques are
ranked in three levels depending on the degree of objectivity of the inputs used with each level:
Level 1 inputs – quoted prices in active markets for identical assets
Level 2 inputs – quoted prices in active or inactive markets for the same or similar assets
Level 3 inputs – estimates using the best information available when there is little or no market
ALZLA is required to measure certain investments and in-kind contributions at fair value. The
specific techniques used to measure fair value for these financial statement elements are described in
the notes below that relate to each element.
Concentration of Credit Risk
Financial instruments, which potentially subject ALZLA to a concentration of credit risk, consist of
cash, and accounts and grants receivable.
ALZHEIMER’S GREATER LOS ANGELES
DBA ALZHEIMER’S LOS ANGELES
NOTES TO FINANCIAL STATEMENTS
continued
10
2. Summary of Significant Accounting Policies, continued
ALZLA maintains its cash balances at Wells Fargo Bank. These accounts are insured by the Federal
Deposit Insurance Corporation (“FDIC”) or are backed by a federal state government agency. At
times, cash balances may exceed FDIC insurance limits. ALZLA has not experienced any losses in
such accounts and believes that they are not exposed to any significant credit risk to cash and cash
equivalents.
The risk with respect to accounts and grants receivable is considered low because they are from
established governmental programs or from major charities, corporations and foundations.
Property and Equipment
Property and equipment are recorded at cost if purchased, or at fair value at the date of donation if
donated. Depreciation is computed on the straight-line basis over the estimated useful lives of the
related assets. Maintenance and repair costs are charged to expense as incurred. Property and
equipment are capitalized if the cost of an asset is greater than or equal to one thousand dollars and
the useful life is greater than five years.
Donated Materials and Services
Non-cash contributions of materials are measured on a non-recurring basis and recorded at fair value
in the period received. Contributions of non-cash services that create or enhance non-financial assets
or that require specialized skills are recorded at fair value in the period received. These services are
provided by individuals possessing those skills and would typically need to be purchased if not
provided by donation, hence they are recorded at fair value in the period received. For the year ended
June 30, 2019, ALZLA received $125,000 of donated services which met the criteria for recognition.
Management estimates that 1,169 volunteers have donated in excess of 4,441 hours answering help-
line telephones, assisting with special events and providing other non-specialized administrative
services. However, since there is no objective basis for measuring and valuing these services, they are
not reflected in the accompanying financial statements.
Income Taxes
ALZLA is exempt from taxation under Internal Revenue Code Section 501(c)(3) and California
Revenue and Taxation Code Section 23701d.
Generally accepted accounting principles provide accounting and disclosure guidance about positions
taken by an organization in its tax returns that might be uncertain. Management has considered its tax
positions and believes that all of the positions taken by ALZLA in its federal and state exempt
organization tax returns are more likely than not to be sustained upon examination. ALZLA’s returns
are subject to examination by federal and state taxing authorities, generally for three and four years,
respectively, after they are filed.
ALZHEIMER’S GREATER LOS ANGELES
DBA ALZHEIMER’S LOS ANGELES
NOTES TO FINANCIAL STATEMENTS
continued
11
2. Summary of Significant Accounting Policies, continued
Functional Allocation of Expenses
Costs of providing ALZLA’s programs and other activities have been presented in the Statement of
Functional Expenses. During the year, such costs are accumulated into separate groupings as either
direct or indirect. Indirect or shared costs are allocated among program and support services by a
method that best measures the relative degree of benefit. ALZLA uses a combination of relative
square footage and salary costs to allocate indirect costs.
Use of Estimates
The preparation of financial statements in conformity with accounting principles generally accepted
in the United States of America requires management to make estimates and assumptions that affect
reported amounts of assets, liabilities, revenues, and expenses as of the date and for the period
presented. Actual results could differ from those estimates.
Recently Adopted Accounting Pronouncement
In August 2016, the FASB issued ASU 2016-14, Not-for-Profit Entities (Topic 958): Presentation of
Financial Statements of Not-for-Profit Entities. The ASU amends the current reporting model for
nonprofit organizations and enhances their required disclosures. The major changes include: (a)
requiring the presentation of only two classes of net assets now titled "without donor restrictions"
and "with donor restrictions", (b) modifying the presentation of underwater endowment funds and
related disclosures, (c) requiring the use of the placed-in-service approach to recognize the
expirations of restrictions on gifts used to acquire or construct long-lived assets absent explicit donor
stipulations otherwise, (d) requiring that all nonprofits present an analysis of expenses by function
and nature in either the statement of activities, a separate statement, or in the notes and disclose a
summary of the allocation methods used to allocate costs, (e) requiring the disclosure of quantitative
and qualitative information regarding liquidity and availability of resources, (f) presenting investment
return net of external and direct expenses, and (g) modifying other financial statement reporting
requirements and disclosures intended to increase the usefulness of nonprofit financial statements.
The ASU is effective for fiscal years beginning after December 15, 2017. The provisions of the ASU
must be applied on a retrospective basis for all years presented although certain optional practical
expedients are available for the periods prior to adoption. ALZLA’s financial statements for year-
ended June 30, 2019 are presented in accordance with ASU 2016-14.
Comparative Totals
The financial statements include certain prior-year summarized comparative information in total but
not by net asset class. Such information does not include sufficient detail to constitute a presentation
in conformity with accounting principles generally accepted in the United States of America.
Accordingly, such information should be read in conjunction with ALZLA’s financial statements for
the year ended June 30, 2018, from which the summarized information was derived.
ALZHEIMER’S GREATER LOS ANGELES
DBA ALZHEIMER’S LOS ANGELES
NOTES TO FINANCIAL STATEMENTS
continued
12
2. Summary of Significant Accounting Policies, continued
Reclassification
Certain accounts from the June 30, 2018 financial statements have been reclassified for comparative
purposes to conform to June 30, 2019 presentation.
Subsequent Events
Management has evaluated subsequent events through October 14, 2019, the date which the financial
statements were available for issue. No events or transactions have occurred during this period that
appear to require recognition or disclosure in the financial statements.
3. Liquidity and Availability of Resources
ALZLA defines general expenditures to include expenses from all functional categories and from all
funds. ALZLA receives as much as $1 million of contributions each year that are broadly restricted to
family and education services, which include the vast majority of all program expenses. Therefore,
significant balances of restricted assets are used to meet current obligations.
As of June 30, 2019, the following financial assets could readily be made available within one year of
the balance sheet date to meet general expenditures:
Financial assets at year ended:
Cash and cash equivalents $ 608,942
Other receivables 431,111
Pledges receivable, gross 1,352,500
Investments, gross 4,201,711
Total financial assets 6,594,264
Less amounts not available to be used in operations:
Pledges with liquidity horizons greater than one year – (Note 10) (1,055,000)
Net assets with time restriction – Edlemen Estate (Note 10) (700,000)
Restricted net assets to be expended beyond one year (677,458)
(2,432,458)
Financial assets available to meet cash needs for general expenditures
within one year $ 4,161,806
ALZHEIMER’S GREATER LOS ANGELES
DBA ALZHEIMER’S LOS ANGELES
NOTES TO FINANCIAL STATEMENTS
continued
13
4. Pledges Receivable
Pledges receivable are recorded as support when pledged unless designated otherwise. Management
has deemed these pledges collectible. Accordingly, no allowance for doubtful accounts has been
established for uncollectible pledges. The discount is immaterial to the financial statements,
therefore, not recorded. Lastly, all pledges are valued at their estimated fair value at June 30, 2019.
Total amount of pledges receivable at June 30, 2019, of $1,352,500 is expected to be collected as
follows:
Year ending June 30,
2020 $ 297,000
2021 295,500
2022 270,000
2023 245,000
2024 245,000
Pledges receivable, net at June 30, 2019 $1,352,500
Restricted for:
Programs and services $1,352,500
5. Investments
Investments at June 30, 2019 consist of the following:
Fixed income
Corporate bonds $1,030,666
U.S. Treasuries 362,687
CMO and asset backed securities 8,743
Equities 1,335,268
Exchange traded funds 217,443
Mutual funds 1,246,904
Total investments $4,201,711
These amounts are not necessarily indicative of the amounts ALZLA could realize in a current
market exchange. ALZLA’s investment portfolio is actively managed by professional investment
advisers. The investment advisers routinely sell and purchase investments to achieve the desired
portfolio mix and holdings.
The investment returns for the year ended June 30, 2019 consist of the following:
Interest and dividend income $ 95,397
Realized gain - net 283,718
Change in value of investments (102,934)
276,181
Investment expenses (47,006)
Total investment income $ 229,175
ALZHEIMER’S GREATER LOS ANGELES
DBA ALZHEIMER’S LOS ANGELES
NOTES TO FINANCIAL STATEMENTS
continued
14
6. Fair Value Measurements
The table below presents the balances of assets measured at fair value at June 30, 2019 on a recurring
basis:
Level 1 Level 2 Level 3 Total
Fixed income:
Corporate bonds $1,030,666 $ - $ -$1,030,666
U.S. Treasuries 362,687 362,687
CMO and asset backed securities 8,743 8,743
Equities 1,335,268 1,335,268
Exchange traded funds 217,443 217,443
Mutual funds 1,246,904 1,246,904
$4,201,711 $ - $ -$4,201,711
The fair values of fixed income, equities, exchange traded funds, and mutual funds have been
measured on a recurring basis using quoted prices for identical assets in active markets (Level 1
inputs).
The table below presents transactions measured at fair value on a non-recurring basis during the year
ended at June 30, 2019:
Level 1 Level 2 Level 3 Total
Pledges receivable – new $ - $1,435,000 $ -$1,435,000
Donated services 125,000 125,000
$ - $1,560,001 $ -$1,560,001
The fair value of donated services has been measured on a non-recurring basis using quoted prices
for similar services in active markets (Level 2 inputs).
7. Property and Equipment
Property and equipment at June 30, 2019 consist of the following:
Branding, trademarks, and copyrights $ 232,345
Office equipment 256,010
Residential Estate property 120,000
Furniture and fixtures 51,608
Leasehold improvements 30,863
690,826
Less: accumulated depreciation (315,102)
$375,724
Depreciation expense for the year ended June 30, 2019 was $77,638.
ALZHEIMER’S GREATER LOS ANGELES
DBA ALZHEIMER’S LOS ANGELES
NOTES TO FINANCIAL STATEMENTS
continued
15
8. Accrued Liabilities
Accrued liabilities at June 30, 2019 consist of the following:
Accrued vacation $210,824
Accrued payroll 165,595
Other accrued liabilities 182,908
$559,327
9. Commitments and Contract Contingencies
Obligations Under Operating Leases
ALZLA leases office space under operating leases. Future minimum payments, by year and in
aggregate, under these leases consist of the following:
Year ending June 30,
2020 $ 386,362
2021 387,918
2022 369,450
2023 380,535
2024 406,342
Thereafter 64,041
Total obligations $1,994,648
Rent and other operating lease expenses for the year ended June 30, 2019 were $423,547.
Contracts
ALZLA’s grants and contracts are subject to inspection and audit by the appropriate governmental
funding agency. The purpose is to determine whether program funds were used in accordance with
their respective guidelines and regulations. The potential exists for disallowance of previously funded
program costs. The ultimate liability, if any, which may result from these governmental audits cannot
be reasonably estimated and, accordingly, ALZLA has made no provision for the possible
disallowance of program costs on its financial statements.
ALZHEIMER’S GREATER LOS ANGELES
DBA ALZHEIMER’S LOS ANGELES
NOTES TO FINANCIAL STATEMENTS
continued
16
10. Net Assets With Donor Restrictions
Net assets with donor restrictions at June 30, 2019 consist of the following:
For purpose restriction:
Family education and services $3,487,298
Professional training 62,536
Communication equipment 51,340
Research 29,360
Administration and public awareness 28,500
Naming 2,500
Public policy 1,430
3,662,964
Restricted by time:
Assets required to be held until June 30, 2022 700,000
$4,362,964
For the year ended June 30, 2019 net assets released from time and purpose restrictions were
$1,319,208.
11. Revenue from Government Agencies
Fees from government grants for the year ended June 30, 2019 consist of the following:
Senior Services $348,933
Dementia Caregiver Support Project 51,718
Coordinated Care 22,921
Geriatrics Workforce Enhancement 50,000
$473,572
Senior services revenue consists of federal, counties, and city funds that contractually require
matching amounts from ALZLA. The breakdown of the $348,933, including matching amounts that
derive from contributions, is as follows:
Agency Senior Services Match Total Costs
City of Los Angeles $225,215 $ 81,942 $307,157
Riverside County 66,324 22,482 88,806
Administration for Community Living 43,571 20,103 63,674
Others 13,823 1,074 24,897
$348,933 $135,601 $484,534
ALZHEIMER’S GREATER LOS ANGELES
DBA ALZHEIMER’S LOS ANGELES
NOTES TO FINANCIAL STATEMENTS
17
12. Trust Income
ALZLA receives distributions of income from the Sally Gail Lindsey Trust ("the Trust"). In 2009,
upon Ms. Lindsey's death, ALZLA became sole beneficiary of the Trust, and as such is entitled to
distributions of income from the Trust as long as ALZLA remains in existence. The Trust Agreement
does not include any provisions for amendments subsequent to Ms. Lindsey's passing, and the
Trustee (Key Bank of Cleveland, Ohio) has been instructed to hold and administer the property of
the Trust as a single fund for the benefit of ALZLA, distributing all of the net income of the Trust to
ALZLA in quarterly or more frequent intervals. The market value of the known investments at June
30, 2019 was $14,647,071. A total of $677,776 was received by ALZLA for the year ended June 30,
2019.
13. Joint Costs
ALZLA achieves some of its programmatic goals through direct mail and annual walk events that
include requests for contributions. The costs of conducting the events during the year ended June 30,
2019, includes joint costs of $426,854, respectively, that are not directly attributable to either the
program or the fund-raising component of the activities. The costs were allocated as follows:
Public awareness $322,683
Fundraising 104,171
Total $426,854
14. Employee Benefit Plans
ALZLA maintains a defined contribution retirement plan which covers substantially all employees
meeting minimum service requirements. Employees may make voluntary contributions up to 25% of
their salaries. ALZLA makes matching employer contributions of between one and five percent of
salary based on employee elections. Employer contributions to the plan were $128,600 for the year
ended June 30, 2019.
ALZLA also maintains a defined contribution plan which suspended employer contributions as of
November 1, 2008.
ADDITIONAL INFORMATION
PASADENA
234 E Colorado Blvd
Suite M150
Pasadena, CA 91101
p: 626.403.6801
OAKLAND
1901 Harrison Street
Suite 1150
Oakland, CA 94612
p: 510.379.1182
A Trusted Nonprofit Partner
www.npocpas.com
Main Fax: 626.403.6866
Independent Auditors’ Report on Internal Control Over Financial Reporting
and on Compliance and Other Matters Based on an Audit of Financial Statements
Performed in Accordance With Governm e n t Au d i ti n g S ta nd a rd s
To the Board of Directors
Alzheimer’s Greater Los Angeles
dba Alzheimer’s Los Angeles
We have audited, in accordance with the auditing standards generally accepted in the United States of
America and the standards applicable to financial audits contained in Government Auditing Standards issued by
the Comptroller General of the United States, the financial statements of Alzheimer’s Greater Los Angeles
dba Alzheimer’s Los Angeles (“ALZLA”), which comprise the Statement of Financial Position as of June 30,
2019, and the related Statements of Activities, Functional Expenses, and Cash Flows for the year then ended,
and the related notes to the financial statements, and have issued our report thereon dated October 14, 2019.
Internal Control Over Financial Reporting
In planning and performing our audit of the financial statements, we considered ALZLA’s internal control
over financial reporting (internal control) to determine the audit procedures that are appropriate in the
circumstances for the purpose of expressing our opinion on the financial statements, but not for the purpose
of expressing an opinion on the effectiveness of ALZLA’s internal control. Accordingly, we do not express
an opinion on the effectiveness of ALZLA’s internal control.
A deficiency in internal control exists when the design or operation of a control does not allow management or
employees, in the normal course of performing their assigned functions, to prevent, or detect and correct,
misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal
control, such that there is a reasonable possibility that a material misstatement of the entity’s financial
statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a
deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet
important enough to merit attention by those charged with governance.
Our consideration of internal control was for the limited purpose described in the first paragraph of this
section and was not designed to identify all deficiencies in internal control that might be material weaknesses
or significant deficiencies. Given these limitations, during our audit we did not identify any deficiencies in
internal control that we consider to be material weaknesses. However, material weaknesses may exist that
have not been identified.
Compliance and Other Matters
As part of obtaining reasonable assurance about whether ALZLA’s financial statements are free of material
misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts,
and grant agreements, noncompliance with which could have a direct and material effect on the
determination of financial statement amounts. However, providing an opinion on compliance with those
provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The results
of our tests disclosed no instances of noncompliance or other matters that are required to be reported under
Government Auditing Standards.
Independent Auditors’ Report on Internal Control Over Financial Reporting
and on Compliance and Other Matters Based on an Audit of Financial Statements
Performed in Accordance With Governm e n t Au d i ti n g S ta nd a rd s
continued
Purpose of this Report
The purpose of this report is solely to describe the scope of our testing of internal control and compliance
and the results of that testing, and not to provide an opinion on the effectiveness of the entity’s internal
control or on compliance. This report is an integral part of an audit performed in accordance with Government
Auditing Standards in considering the entity’s internal control and compliance. Accordingly, this
communication is not suitable for any other purpose.
Pasadena, California
October 14, 2019
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GRANT RECOMMENDATION FORM
General Applicant Information
Applicant Organization:
No. of Board Members:
Year Founded:Type of Organization:
Amount Requested:Recommended Amount:
Annual Budget:
Brief Narrative description of the organization
Organizational strengths:
Type of support
requested:
___ General Operating
___ Project/Program
First Time Applicant
Returning Grantee
Prev. Award amount:
Camp TLC (Together Living a Challenge) at East LA Rising
Community Service 1950
$235,000 7
$45,850 $45,850
✔
✔
Camp TLC:
Has a strong, active, and supportive 7 member board;
Has achieved a 100% graduation rate versus 34% commuity-wide rate;
Has achieved a 98% college attendance rate (community college, University, etc);
Former students make up 50% of staff;
M.E.N.T.O.R. Initiative received national recognition and was used as a model to create
comprehensive mentorship programs for other afterschool programs
Camp TLC (Together Living A Challenge) is a 501c3 not for profit organization, with a seven member supportive and
very active board. Since 2010, heir mission has been to engage, educate, and empower youth to pursue their
passion and purpose while developing their self advocacy and future planning skills in an effort to overcome
obstacles and seize opportunities that promote individual self-sufficiency and succes. Founder, Caroline Bauimis, a
licensed MSW, is also a successful non-profit leader who has over 15 years in the non-profit sector and has recently
taken a dormant organization and brought it back to life as a non-profit for children who have been directly impacted
by trauma.
Via East LA Rising, Camp TLC seeks to inturrupt and improve the natural and negative mental developmental
process that often takes place in in the minds of those, especially children, impacted by trauma. By offering a "camp-
like" experience by utilizing performing arts and recreational based programs that promote mental health wellness,
academic enrichment, health & life skills and athletics, Camp TLC seeks to develop and enhance positive coping
skills and build self-esteem within the 200 plus children and families they serve.
6WDႇ$QDO\VLV
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___ Audit/IRS Form 990 (dated: _____ / ____ / _____ )
___ Organizational Budget
How does the proposal align with the goals of the Fund?
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governmental landscape:
Description of the proposal to which funds would apply
LIQRSDUWLFXODUSURMHFWLVVSHFL¿HGSOHDVHQRWH*HQHUDO2SHUDWLQJ6XSSRUWLQWKLVDUHD
6SHFL¿FSRSXODWLRQ V WDUJHWHGE\JUDQWUHTXHVW LIDSSOLFDEOH
Age Range:
Gender:
Race/Ethnicity:
Economic Status:
Family Type:
Military Status:
Sexual Orientation:
Other (specify):
___ Proposal Budget
Are there any activites planned to acknowledge VCF as a funder of this project/program/organization?
Children, Youth, Adolescents (5-17)ALL
ALL N/A
ALL N/A
ALL N/A
M.E.N.T.O.R. reinforces the value of education and pursuing a career beyond education. Staff
mentors work closely with at-risk mentees on motivation and goal-setting. Meeting the Department of
Education's A-G Curriculum requirement is necessary to qualify for college. The Club mirrors this plan
holistically with added reinforcement and one-on-one mentee relationships. Each mentee and their
family are assisted in creating an action plan for short-term and long-term goals, addressing individual
needs. the primary focus of the program is unconditional support, and a staff mentor that will do "
whatever it takes" to ensure at-risk youth evolve, endure and excel.
200 famalies are
served at a cost of
$1,175.00 per fmaily
Workforce with healthy coping skills;
Represents overall cost savings to
employers and public programs
✔✔11 13 2019
✔
The project support that Camp TLC requests is well aligned with the goal of the Fund in that it will:
--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 effective and responsible leaders at every level of society
--Strengthen and support non-profit organizations that benefit residents and neighborhoods
--Promotes positive social development of children, youth, families and senior residents in Vernon and surrounding areas
If awarded, Club TLC plans to announce their VCF award through social media channels, newsletters
and e-blasts; Signage would be created and placed within the facility/the clubhouse; And by using
board members expertise and relations with the media, press releases and media advisories would be
sent to local outlets for potential news stories.
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Beyer & Macali, CPAs, P.C.
10 Executive Park Drive Suite C
Clifton Park, NY 12065
Camp TLC Together Living A
Challenge
10 Executive Park Drive Suite C
Clifton Park, NY 12065
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numbers of the supported organizations added, substituted, or removed; (ii) the reasons for each such action;
(iii) the authority under the organization's organizing document authorizing such action; and (iv) how the action
was accomplished (such as by amendment to the organizing document).
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organizations and what conditions or restrictions, if any, applied to such powers during the tax year.
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controlled the organization’s activities. If the organization had more than one supported organization,
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Form 990-EZ, Part I, Line 16 - Other Expenses
Description Amount
Expenses
Marketing $ 398
Office Expenses $ 473
Travel $ 17,440
Insurance $ 7,780
Bank Charges $ 143
Books, Subscriptions, Ref $ 166
Dues & Memberships $ 174
Meals & Entertainment $ 2,150
Program Expenses $ 30,330
Telephone $ 2,197
Total $ 61,251
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Description Beg. of Year End of Year
Accounts Payable and Accrued Expenses $ 1,398 $ 699
Payroll Liabilities $ 5,986 $ 2,580
Form 990-EZ, Part III - Primary Exempt Purpose
Camp TLC(Together Living a Challenge), is a free of charge "on the move"
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CAMP TLC TOGETHER LIVING A
CHALLENGE 22-3453810
10 EXECUTIVE PARK DRIVE SUITE C
CLIFTON PARK NY 12065
08-11-00
X 917-363-5154
X
X
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X
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08-11-00
X
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SEE STATEMENT 1
CAROLINE BAUMIS EXECUTIVE DIRECTOR
917-363-5154
BEYER & MACALI, CPAS, P.C. 27-3867638 P01273904
MATTHEW D. MACALI
10 EXECUTIVE PARK DRIVE SUITE C
CLIFTON PARK, NY 12065
MATT.MACALI@BEYERMACALI.COM 03 11-13-19
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EAST LOS ANGELES RISING
July 1, - June 30, Organizational Budget Overview
REVENUE 2020-2021
Federal & State Grants 55,000
Foundation & Corporate 200,000
Program Fees 35,000
Special Events &
Campaigns
100,000
Individual & business
dnatns.
15,000
Interest Income 600
Rental Income 3,000
TOTAL REVENUE $408,600
EXPENSES 2020-2021
Wages, Salary, Taxes, 120,000
Payroll Processing 5,000
Employee Benefits 30,000
Occupancy:
Bldg. Repair &
Maintenance
Utilities
Telephone
Janitorial/Pest Control
Security
Swimming Pool
Maintenance
50,000
Insurance 40,000
Licenses & Permits 1,000
Supplies 12,000
Reprographics &
Postage
5,000
Program Expenses-
other
20,000
Total program
expenses
$283,000
NON PROGRAM
EXPENSES
Non program salaries 30,000
Fundraising 15,000
Depreciation 15,000
Contract Labor,
professional fees,Grant
writer and Audit
20,000
Total non-program
expenses
$80,000
TOTAL EXPENSES $363,000
GRANT RECOMMENDATION FORM
General Applicant Information
Applicant Organization:
No. of Board Members:
Year Founded:Type of Organization:
Amount Requested:Recommended Amount:
Annual Budget:
Brief Narrative description of the organization
Organizational strengths:
Type of support
requested:
___ General Operating
___ Project/Program
First Time Applicant
Returning Grantee
Prev. Award amount:
Center for Non-Violent Education and Parenting dba ECHO Training
Health/Human Services 2019
$745,800 5
$40,000 $40,000
✔✔
--High demand for classes/trainings
--Services considered best practice by child welfare experts and organizations that serve the
Latinx demography' some of which many are VCF grantees (i.e., Jovenes, YMCA, ELA Womens
Center, Girls Club, and Club TLC)
--An evaluation led by Joe Albert Garcia, Ph.D., (Assistant Professor in the Human Services
Department at California State University, Fullerton), demonstrated statistically significant
improvements in the attitudes of parent class participants in four areas:Empathy, Corporal
Punishment, Parent-Child Roles, Children's Power and Independence.
The Center for Nonviolent Education and Parenting, doing business as the ECHO Center, is a non-profit
501-c-3 with an annual budget of $745,800 governed by a five member Board of Directors. Now known as
the Echo Center, it's mission is to educate trauma survivors (including parents and service professionals)
about trauma and resilience to create the safe, stable, nurturing relationships that break the cycle of
generational trauma. It's mission also includes approaches to informing social welfare practitioners about
the impacts of traumatic childhood experiences and methods to limit on-going problems.
In the COVD19 era, the ECHO Center pivoted from in-person service delivery to virtual coaching and
training sessions that allowed innovations that improve their services.The organization has increased its
capacity to reach larger and diverse audiences and provide on-line parenting classes to satisfy
court-mandated parental participation.
$20,000 - FY2018-19
6WDႇ$QDO\VLV
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___ Audit/IRS Form 990 (dated: _____ / ____ / _____ )
___ Organizational Budget
How does the proposal align with the goals of the Fund?
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governmental landscape:
Description of the proposal to which funds would apply
LIQRSDUWLFXODUSURMHFWLVVSHFL¿HGSOHDVHQRWH*HQHUDO2SHUDWLQJ6XSSRUWLQWKLVDUHD
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Age Range:
Gender:
Race/Ethnicity:
Economic Status:
Family Type:
Military Status:
Sexual Orientation:
Other (specify):
___ Proposal Budget
Are there any activites planned to acknowledge VCF as a funder of this project/program/organization?
All At-Risk
All N/A
Latinx (66%), White (21%), African American (6%)N/A
LI N/A
Echo Center provides trauma-informed nonviolent parenting class series to English and Spanish speaking parents,
some mandated by The Department of Children Family Services. Parenting curricula covers nonviolent
communication, brain and child development, the impact of trauma on development, tools for emotional regulation,
emotional literacy, and limit setting. Echo Center provides bilingual staff to provide coaching and individual
attention to participants following virtual sessions. Echo requests funding for three professionally led on-line
sessions to serve up to 60 participants; one sessions will be specifically directed for parents in South East Los
Angeles. The curriculum is offered to parents for $95 and Vernon funding will provide subsidies for residents in the
Vernon catchment area that will cover nearly 100% of the costs.
$660 per family cost is
significantly less than
private therapy.
Significant savings over public and private
care; achieves significant improvements in
parent and child behavior
✔✔6 6 2018
✔
The project support that Center for Nonviolent Education and Parenting dba Echo requests is well
aligned with the goal of the Fund in that it will:
--Encourage and inspire positive social development in Vernon and neighboring communities
--Strengthen and support non-profit organizations that benefit residents and neighborhoods
--Promotes positive social development of children, youth, families and senior residents in Vernon and
surrounding areas
If awarded, Echo Training will acknowledge Vernon CommUNITY Fund on all of its digital and hard
copy outreach and promotional materials. Combining the news of the award with the announcement of
their ability to serve additional parents in Boyle Heights and later in the year, in the South East.
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THE CENTER FOR
NONVIOLENT EDUCATION AND PARENTING
dba ECHO
(A Nonprofit California Corporation)
Financial Statements with
Independent Auditor’s Report
Year Ended
June 30, 2018
Jennifer An
Certified Public Accountant
THE CENTER FOR NONVIOLENT EDUCATION AND PARENTING
dba ECHO
(A Nonprofit California Corporation)
TABLE OF CONTENTS
INDEPENDENT AUDITOR’S REPORT……………………………………………...
1
FINANCIAL STATEMENTS
Statement of Financial Position………………………………………………………. 3
Statement of Activities………………………………………………………………... 4
Statement of Cash Flows……………………………………………………………… 5
Statement of Functional Expenses ………………………………………………... 6
Notes to the Financial Statements…………………………………………………….. 7
Jennifer An, CPA
11555 Apulia Ct., Northridge, CA 91326 Tel: (818) 368- 8272 Fax: (818) 474-7001
email:jenniferlicpa@yahoo.com
INDEPENDENT AUDITOR’S REPORT
To the Board of Directors of
The Center for Nonviolent Education and Parenting
dba Echo
I have audited the accompanying statements of The Center for Nonviolent Education and
Parenting, dba Echo, a nonprofit organization, which comprise the statement of financial position
as of June 30, 2018, and related statements of activities and cash flows for the year then ended and
the related notes to the financial statements.
Management’s Responsibility for the Financial Statements
Management is responsible for the preparation and fair presentation of these financial statements
in accordance with accounting principles generally accepted in the United States of America; this
includes the design, implementation, and maintenance of internal control relevant to the
preparation and fair presentation of financial statements that are free from material misstatement,
whether due to fraud or error.
Auditor’s Responsibility
My responsibility is to express an opinion on these financial statements based on my audit. I
conducted my audit in accordance with auditing standards generally accepted in the United States
of America. Those standards require that I plan and perform the audit to obtain reasonable
assurance about whether the financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and
disclosures in the financial statements. The procedures selected depend on the auditor’s judgment,
including the assessment of the risks of material misstatement of the financial statements, whether
due to fraud or error. In making those risk assessments, the auditor considers internal control
relevant to the entity’s preparation and fair presentation of the financial statements in order to
design audit procedures that are appropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the entity’s internal control. Accordingly, I express
no such opinion. An audit also includes evaluating the appropriateness of accounting policies used
and the reasonableness of significant accounting estimates made by management, as well as
evaluating the overall presentation of the financial statements.
I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for
my audit opinion.
Opinion
In my opinion, the financial statements referred to above present fairly, in all material respects, the
financial position of Echo as of June 30, 2018, and the changes in its net assets and its cash flows
for the year then ended in accordance with accounting principles generally accepted in the United
States of America.
Report on Summarized Comparative Information
I have previously audited Echo’s 2017 financial statements, and my report dated October 27, 2017,
expressed an unmodified opinion on those audited financial statements. In my opinion, the
summarized comparative information presented herein as of and for the year ended June 30, 2018,
is consistent, in all material respects, with the audited financial statements from which it has been
derived.
Jennifer An, CPA
Northridge, CA
August 27, 2018
THE CENTER FOR NONVIOLENT EDUCATION AND PARENTING
dba ECHO
(A NONPROFIT CALIFORNIA CORPORATION)
STATEMENT OF FINANCIAL POSITIONS
JUNE 30, 2017 AND 2018
6/30/2018 6/30/2017
ASSETS
Current assets:
Cash and cash equivalents $ 279,495 $ 273,429
Accounts and grants receivable 75,620 55,308
Deposit 3,200 3,200
Prepaid expenses 4,978 4,858
Total current assets 363,293 336,795
Fixed assets:
Leasehold improvements,net 8,122 9,384
Total assets $ 371,414 $ 346,178
LIABILITIES AND NET ASSETS
Liabilities
Current Liabilities:
Accounts payable $ 17,061 $ 13,714
Accrued vacation and sick leaves payable 11,114 12,922
Total current liabilities 28,174 26,636
Total liabilities 28,174 26,636
Net assets
Unrestricted net assets $ 343,240 319,542
Total net assets 343,240 319,542
Total liabilities and net assets $ 371,414 $ 346,178
The accompanying notes are an integral part of these financial statements
3
THE CENTER FOR NONVIOLENT EDUCATION AND PARENTING
dba ECHO
(A NONPROFIT CALIFORNIA CORPORATION)
STATEMENT OF ACTIVITIES
FOR THE YEARS ENDED JUNE 30, 2018 AND 2017
6/30/2017
Temporarily
Unrestricted Restricted Total Total
Revenues, gains, and other support
Fees 273,838$ 273,838$ 226,534$
Grants 269,000 269,000 393,575
Donations 134,832 134,832 93,309
Special events 14,491 14,491 8,046
Other income 933 933 421
Net assets released from restriction - - -
Total revenue and support 693,094 - 693,094 721,885
Functional expenses
Program services 504,301 - 504,301 559,618
Support services
General and administrative 124,479 - 124,479 91,335
Fundraising 40,618 - 40,618 19,241
Total functional expenses 669,397 669,397 670,194
Change in net assets 23,697 - 23,697 51,691
Net assets, beginning of year 319,542 - 319,542 267,850
Net assets, end of year 343,240$ -$ 343,240$ 319,542$
6/30/2018
The accompanying notes are an integral part of these financial statements
4
THE CENTER FOR NONVIOLENT EDUCATION & PARENTING
dba ECHO
(A NONPROFIT CALIFORNIA CORPORATION)
STATEMENT OF CASH FLOW
FOR THE YEARS ENDED JUNE 30, 2018 AND 2017
CASH FLOWS FROM OPERATING ACTIVITIES:6/30/2018 6/30/2017
Increase (decrease) in net assets $23,697 $51,691
Adjustments to reconcile change in net assets to net cash
provided by operating activities:
Depreciation 1,263 1,263
Adjustments to reconcile change in net assets to net cash
provided by operating activities:
Decrease (increase) in accounts and grants receivable (20,312) 1,271
Decrease (increase) in prepaid expenses (120) (212)
Increase (decrease) in accouts payables 3,346 (56)
Increase (decrease) in accrued liabilities (1,809) (3,956)
(18,895) (2,953)
Net cash provided (used) by operating activities 6,065 50,002
NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS 6,065 50,002
CASH AND CASH EQUIVALENTS, BEGINNING OF YEAR 273,429 223,426
CASH AND CASH EQUIVALENTS, END OF YEAR $279,495 $273,429
The accompanying notes are an integral part of these financial statements
5
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GRANT RECOMMENDATION FORM
General Applicant Information
Applicant Organization:
No. of Board Members:
Year Founded:Type of Organization:
Amount Requested:Recommended Amount:
Annual Budget:
Brief Narrative description of the organization
Organizational strengths:
Type of support
requested:
___ General Operating
___ Project/Program
First Time Applicant
Returning Grantee
Prev. Award amount:
Chicas Rockeras South East Los Angeles
Youth Development/Arts 2014
$157,575 5
$26,070 $25,000
✔✔
The founders and board members of the organization identified a niche in the youth development
field and are drilling more deeply into the space in which young women choosing gender expansion
options more easily fit.
The organization has a well rounded funding portfolio, though small, includes grants and earned
income along with corporate donations and government grants. In addition volunteers and
recognized performance artists contribute time, mentor young women, donate musical instruments
and technical expertise.
Chicas Rockeras has grown and sustained interest among young people in an underserved area of
the Vernon catchment area - Southeast Los Angeles.
Chicas Rockeras South East Los Angeles (CRSELA) is a 501c3 organization, governed by a five member Board of Directors, in which
three are founding members. The organization describes itself as a transformative youth development organization in which music is
created and taught as a vehicle for gender expansive young women to find safe and accepting spaces in which to learn and develop
career opportunities.
The organization operates year round and serves up to sixty young people in three different programs primarily led by volunteers. The
minimal operational base has allowed Chicas Rockeras to thrive in the COVD environment in which social isolation is a significant risk for
its members. Their three programs include musical instruction, performances and future planning/goal setting thus providing entree for
their members into musical crafts and productions.
The organization received attention and grants from significant arts organizations including LA County Arts and Cultural Affairs as well as
funders including the Novo Foundation (Walmart heirs) and Grantmakers Concerned about Girls of Color.
6WDႇ$QDO\VLV
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___ Audit/IRS Form 990 (dated: _____ / ____ / _____ )
___ Organizational Budget
How does the proposal align with the goals of the Fund?
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governmental landscape:
Description of the proposal to which funds would apply
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Age Range:
Gender:
Race/Ethnicity:
Economic Status:
Family Type:
Military Status:
Sexual Orientation:
Other (specify):
___ Proposal Budget
Are there any activites planned to acknowledge VCF as a funder of this project/program/organization?
Youth and Adolescents (8-17)All
Girls N/A
All LGTBQ+/Gender Expansive
All N/A
CRSELA is requesting general operating support to sustain programs year round. Funds will be used
for instructor salaries, equipment rental, performance spaces and other supports for the young
participants. Costs for technology to assure effective participation are part of the request. In a twelve
month period, CRSELA serves 75 youth to provide skills training, community performance and career
development counseling. Youths served are considered at-risk for educational and employment
failure because of discrimination faced based on lifestyles.
$25,000 support 75
students for approximately
$300 per student
Students, their families and the community
benefit students are in safe supportive
environments. Cost savings to public
institutions are significant.
✔✔
✔
General operating support that CRSELA requests is well aligned with the goal of the Fund in that it will:
--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 effective and responsible leaders at every level of society
--Strengthen and support non-profit organizations that benefit residents and neighborhoods
--Promotes positive social development of children, youth, families and senior residents in Vernon and
surrounding areas
CRSELA will promote VCF via their website and social media accounts.
LaTeesha Pinkney
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Form 990-EZ
Department of the Treasury
Internal Revenue Service
Short Form
Return of Organization Exempt From Income Tax
Under section 501(c), 527, or 4947(a)(1) of the Internal Revenue Code (except private foundations)
a Do not enter social security numbers on this form, as it may be made public.
a Go to www.irs.gov/Form990EZ for instructions and the latest information.
OMB No. 1545-0047
2019
Open to Public
Inspection
A For the 2019 calendar year, or tax year beginning , 2019, and ending , 20
B Check if applicable:
Address change
Name change
Initial return
Final return/terminated
Amended return
Application pending
C Name of organization
Number and street (or P.O. box if mail is not delivered to street address) Room/suite
City or town, state or province, country, and ZIP or foreign postal code
D Employer identification number
E Telephone number
F Group Exemption
Number a
G Accounting Method: Cash Accrual Other (specify) a H Check a if the organization is not
required to attach Schedule B
(Form 990, 990-EZ, or 990-PF).
I Website: a
J Tax-exempt status (check only one) — 501(c)(3) 501(c) () ` (insert no.)4947(a)(1) or 527
K Form of organization:Corporation Trust Association Other
L Add lines 5b, 6c, and 7b to line 9 to determine gross receipts. If gross receipts are $200,000 or more, or if total assets
(Part II, column (B)) are $500,000 or more, file Form 990 instead of Form 990-EZ ............ a $
Part I Revenue, Expenses, and Changes in Net Assets or Fund Balances (see the instructions for Part I)
Check if the organization used Schedule O to respond to any question in this Part I . . . . . . . . . .Revenue 1 Contributions, gifts, grants, and similar amounts received .............1
2 Program service revenue including government fees and contracts .........2
3 Membership dues and assessments ....................3
4 Investment income .........................4
5 a Gross amount from sale of assets other than inventory ....5a
b Less: cost or other basis and sales expenses ........5b
c Gain or (loss) from sale of assets other than inventory (subtract line 5b from line 5a) ....5c
6 Gaming and fundraising events:
a Gross income from gaming (attach Schedule G if greater than
$15,000) ....................6a
b Gross income from fundraising events (not including $ of contributions
from fundraising events reported on line 1) (attach Schedule G if the
sum of such gross income and contributions exceeds $15,000) . .6b
c Less: direct expenses from gaming and fundraising events . . .6c
d Net income or (loss) from gaming and fundraising events (add lines 6a and 6b and subtract
line 6c) .............................6d
7 a Gross sales of inventory, less returns and allowances .....7a
b Less: cost of goods sold ..............7b
c Gross profit or (loss) from sales of inventory (subtract line 7b from line 7a) .......7c
8 Other revenue (describe in Schedule O) ...................8
9 Total revenue. Add lines 1, 2, 3, 4, 5c, 6d, 7c, and 8 ............. a 9 Expenses 10 Grants and similar amounts paid (list in Schedule O) ..............10
11 Benefits paid to or for members .....................11
12 Salaries, other compensation, and employee benefits ..............12
13 Professional fees and other payments to independent contractors ..........13
14 Occupancy, rent, utilities, and maintenance .................14
15 Printing, publications, postage, and shipping .................15
16 Other expenses (describe in Schedule O) .................. 16
17 Total expenses. Add lines 10 through 16 ................. a 17 Net Assets 18 Excess or (deficit) for the year (subtract line 17 from line 9) ............18
19 Net assets or fund balances at beginning of year (from line 27, column (A)) (must agree with
end-of-year figure reported on prior year’s return) ...............19
20 Other changes in net assets or fund balances (explain in Schedule O) .........20
21 Net assets or fund balances at end of year. Combine lines 18 through 20 ...... a 21
For Paperwork Reduction Act Notice, see the separate instructions. Cat. No. 10642I Form 990-EZ (2019)
December 31January 01 19
CHICAS ROCKERAS SOUTH EAST LOS ANGELES 46-4896470
PO Box 1140 562-441-4463
South Gate, CA 90280
www.CRSELA.org
112,867
106,974
2,649
29
0
1,304
445
859
1,911
1,127
784
0
111,295
27,473
19,620
6,559
404
57,174
111,230
65
117,604
0
117,669
0
0
0
0
0
0
Form 990-EZ (2019) Page 2
Part II Balance Sheets (see the instructions for Part II)
Check if the organization used Schedule O to respond to any question in this Part II . . . . . . . . . .
(A) Beginning of year (B) End of year
22 Cash, savings, and investments .................22
23 Land and buildings ......................23
24 Other assets (describe in Schedule O)...............24
25 Total assets ........................25
26 Total liabilities (describe in Schedule O) ..............26
27 Net assets or fund balances (line 27 of column (B) must agree with line 21) . .27
Part III Statement of Program Service Accomplishments (see the instructions for Part III)
Check if the organization used Schedule O to respond to any question in this Part III . .
What is the organization’s primary exempt purpose?
Describe the organization’s program service accomplishments for each of its three largest program services,
as measured by expenses. In a clear and concise manner, describe the services provided, the number of
persons benefited, and other relevant information for each program title.
Expenses
(Required for section
501(c)(3) and 501(c)(4)
organizations; optional for
others.)
28
(Grants $ ) If this amount includes foreign grants, check here .... a 28a
29
(Grants $ ) If this amount includes foreign grants, check here .... a 29a
30
(Grants $ ) If this amount includes foreign grants, check here .... a 30a
31 Other program services (describe in Schedule O) ..................
(Grants $ ) If this amount includes foreign grants, check here .... a 31a
32 Total program service expenses (add lines 28a through 31a) .............
a 32
Part IV List of Officers, Directors, Trustees, and Key Employees (list each one even if not compensated—see the instructions for Part IV)
Check if the organization used Schedule O to respond to any question in this Part IV . . . . . . . . .
(a) Name and title
(b) Average
hours per week
devoted to position
(c) Reportable
compensation
(Forms W-2/1099-MISC)
(if not paid, enter -0-)
(d) Health benefits,
contributions to employee
benefit plans, and
deferred compensation
(e) Estimated amount of
other compensation
Form 990-EZ (2019)
92,815 89,524
24,789 28,145
117,669117,604
117,604 117,669
See Schedule O
See Schedule O
0 91,707
91,707
VICTORIA GUTMAN
PRESIDENT AND EXECUTIVE DIRECTOR 40 27,473 0 0
MAYRA AGUILAR
DIRECTOR 2 0 0 0
CHRISTINA MEJIA
TREASURER 5 0 0 0
BIANCA LOZANO
SECRETARY 5 0 0 0
00
00
Form 990-EZ (2019) Page 3
Part V Other Information (Note the Schedule A and personal benefit contract statement requirements in the
instructions for Part V.) Check if the organization used Schedule O to respond to any question in this Part V .
Yes No
33 Did the organization engage in any significant activity not previously reported to the IRS? If “Yes,” provide a
detailed description of each activity in Schedule O ...................33
34 Were any significant changes made to the organizing or governing documents? If “Yes,” attach a conformed
copy of the amended documents if they reflect a change to the organization’s name. Otherwise, explain the
change on Schedule O. See instructions ......................34
35 a Did the organization have unrelated business gross income of $1,000 or more during the year from business
activities (such as those reported on lines 2, 6a, and 7a, among others)? ............35a
b If “Yes” to line 35a, has the organization filed a Form 990-T for the year? If “No,” provide an explanation in Schedule O 35b
c Was the organization a section 501(c)(4), 501(c)(5), or 501(c)(6) organization subject to section 6033(e) notice,
reporting, and proxy tax requirements during the year? If “Yes,” complete Schedule C, Part III .....35c
36 Did the organization undergo a liquidation, dissolution, termination, or significant disposition of net assets
during the year? If “Yes,” complete applicable parts of Schedule N .............36
37 a Enter amount of political expenditures, direct or indirect, as described in the instructions a 37a
b Did the organization file Form 1120-POL for this year? ..................37b
38a Did the organization borrow from, or make any loans to, any officer, director, trustee, or key employee; or were
any such loans made in a prior year and still outstanding at the end of the tax year covered by this return? .38a
b If “Yes,” complete Schedule L, Part II, and enter the total amount involved ....38b
39 Section 501(c)(7) organizations. Enter:
a Initiation fees and capital contributions included on line 9 ..........39a
b Gross receipts, included on line 9, for public use of club facilities .......39b
40 a Section 501(c)(3) organizations. Enter amount of tax imposed on the organization during the year under:
section 4911 a ; section 4912 a ; section 4955 a
b Section 501(c)(3), 501(c)(4), and 501(c)(29) organizations. Did the organization engage in any section 4958
excess benefit transaction during the year, or did it engage in an excess benefit transaction in a prior year
that has not been reported on any of its prior Forms 990 or 990-EZ? If “Yes,” complete Schedule L, Part I 40b
c Section 501(c)(3), 501(c)(4), and 501(c)(29) organizations. Enter amount of tax imposed
on organization managers or disqualified persons during the year under sections 4912,
4955, and 4958 ....................... a
d Section 501(c)(3), 501(c)(4), and 501(c)(29) organizations. Enter amount of tax on line
40c reimbursed by the organization ................ a
e All organizations. At any time during the tax year, was the organization a party to a prohibited tax shelter
transaction? If “Yes,” complete Form 8886-T .....................40e
41 List the states with which a copy of this return is filed a
42a The organization’s books are in care of a Telephone no. a
Located at a ZIP + 4 a
b At any time during the calendar year, did the organization have an interest in or a signature or other authority over
a financial account in a foreign country (such as a bank account, securities account, or other financial account)?
Yes No
42b
If “Yes,” enter the name of the foreign country a
See the instructions for exceptions and filing requirements for FinCEN Form 114, Report of Foreign Bank and
Financial Accounts (FBAR).
c At any time during the calendar year, did the organization maintain an office outside the United States? .42c
If “Yes,” enter the name of the foreign country a
43 Section 4947(a)(1) nonexempt charitable trusts filing Form 990-EZ in lieu of Form 1041—Check here ...... a
and enter the amount of tax-exempt interest received or accrued during the tax year ..... a 43
Yes No
44 a Did the organization maintain any donor advised funds during the year? If “Yes,” Form 990 must be
completed instead of Form 990-EZ ........................44a
b Did the organization operate one or more hospital facilities during the year? If “Yes,” Form 990 must be
completed instead of Form 990-EZ ........................44b
c Did the organization receive any payments for indoor tanning services during the year? .......44c
d If “Yes” to line 44c, has the organization filed a Form 720 to report these payments? If “No,” provide an
explanation in Schedule O ...........................44d
45 Did the organization have a controlled entity within the meaning of section 512(b)(13)? .......45a a
b Did the organization receive any payment from or engage in any transaction with a controlled entity within the
meaning of section 512(b)(13)? If “Yes,” Form 990 and Schedule R may need to be completed instead of
Form 990-EZ. See instructions ..........................45b
Form 990-EZ (2019)
0
CA
Victoria Gutman 562-441-4463
PO Box 1140, South Gate, CA 90280
Form 990-EZ (2019) Page 4
Yes No
46 Did the organization engage, directly or indirectly, in political campaign activities on behalf of or in opposition
to candidates for public office? If “Yes,” complete Schedule C, Part I .............46
Part VI Section 501(c)(3) Organizations Only
All section 501(c)(3) organizations must answer questions 47–49b and 52, and complete the tables for lines
50 and 51.
Check if the organization used Schedule O to respond to any question in this Part VI . . . . . . . . .
Yes No
47 Did the organization engage in lobbying activities or have a section 501(h) election in effect during the tax
year? If “Yes,” complete Schedule C, Part II .....................47
48 Is the organization a school as described in section 170(b)(1)(A)(ii)? If “Yes,” complete Schedule E . . . .48
49 a Did the organization make any transfers to an exempt non-charitable related organization? ......49a
b If “Yes,” was the related organization a section 527 organization? ..............49b
50 Complete this table for the organization’s five highest compensated employees (other than officers, directors, trustees, and key
employees) who each received more than $100,000 of compensation from the organization. If there is none, enter “None.”
(a) Name and title of each employee
(b) Average
hours per week
devoted to position
(c) Reportable
compensation
(Forms W-2/1099-MISC)
(d) Health benefits,
contributions to employee
benefit plans, and deferred
compensation
(e) Estimated amount of
other compensation
f Total number of other employees paid over $100,000 .... a
51 Complete this table for the organization’s five highest compensated independent contractors who each received more than
$100,000 of compensation from the organization. If there is none, enter “None.”
(a) Name and business address of each independent contractor (b) Type of service (c) Compensation
d Total number of other independent contractors each receiving over $100,000 . .
a
52 Did the organization complete Schedule A? Note: All section 501(c)(3) organizations must attach a
completed Schedule A ............................a Yes No
Under penalties of perjury, I declare that I have examined this return, including accompanying schedules and statements, and to the best of my knowledge and belief, it is
true, correct, and complete. Declaration of preparer (other than officer) is based on all information of which preparer has any knowledge.
Sign
Here FSignature of officer Date FType or print name and title
Paid
Preparer
Use Only
Print/Type preparer’s name Preparer’s signature Date Check if
self-employed
PTIN
Firm’s name a Firm’s EIN a
Firm’s address a Phone no.
May the IRS discuss this return with the preparer shown above? See instructions .......... a Yes No
Form 990-EZ (2019)
NONE
NONE
Victoria Gutman DIRECTOR
CHICAS ROCKERAS SOUTH EAST LOS ANGELES 46-4896470
9,612
276,682
11,010 15,699 110,898 106,974 254,193
1,129 2,064 2,738 2,665 2,649 11,245
532 2,241 2,413 2,843 3,215 11,244
11,273 15,315 20,850 116,406 112,838 276,682
11,273
282,002
15,315 20,850 116,406 112,838 276,682
1 1 29 31
1 1 29 31
1,481 3,808 5,289
12,754 19,123 20,851 116,407 112,867
98.11
0.00
0.00
0.01
FormAndLineReferenceDesc: Part III, line 12
ExplanationTxt:
S.No.Year Amount Description
1 2016 $3808.00 Fundraiser/Benefit
2 2015 $1481.00 Fundraiser/Benefit
CHICAS ROCKERAS SOUTH EAST LOS ANGELES 46-4896470
3
CHICAS ROCKERAS SOUTH EAST LOS ANGELES 46-4896470
1
PO Box 29903,
TIDES FOUNDATION
100,000
San Francisco, CA-94129-9030
CHICAS ROCKERAS SOUTH EAST LOS ANGELES 46-4896470
#1: FormAndLineReferenceDesc: Part I, line 16
ExplanationTxt:
Other Expenses :Amount :
Depreciation $1,413
Programming Supplies $10,305
Web Hosting & Email Subscriptions $1,125
Travel $927
Honoraria $5,129
Other Expenses and Supplies $4,908
Programming Rentals $14,432
Programming Catering $6,878
Programming Gear and Small Equipement $10,349
Other Programming Expenses $1,708
2
CHICAS ROCKERAS SOUTH EAST LOS ANGELES 46-4896470
#2: FormAndLineReferenceDesc: Part II, line 24
ExplanationTxt:
Description :BOY Amount :EOY Amount :
Inventory $1,515 $3,646
Organization's share of assets $23,274 $24,499
3
CHICAS ROCKERAS SOUTH EAST LOS ANGELES 46-4896470
#3: FormAndLineReferenceDesc: Part III
ExplanationTxt:
CHICAS ROCKERAS SOUTH EAST LOS ANGELES PROMOTES HEALING, GROWTH, AND CONFIDENCE FOR GIRLS THROUGH
MUSIC EDUCATION WHILE BUILDING SELF-ESTEEM AND ENCOURAGING GROUP COLLABORATION, AS WELL AS AIMS TO
PROVIDE EXPERIENCE TO EMERGING MUSICAL ARTISTS.
4
CHICAS ROCKERAS SOUTH EAST LOS ANGELES 46-4896470
#4: FormAndLineReferenceDesc: Part III, line 28
ExplanationTxt:
GIRLS ROCK SUMMER CAMP - MUSIC EDUCATION AND EMPOWERMENT PROGRAM FOR GIRLS AGES 8-17, BENEFITED 47
GIRLS IN 2019. IN ONE WEEK, CAMPERS LEARN AN INSTRUMENT, FORM A BAND, WRITE AN ORIGINAL SONG, AND
PERFORM LIVE AT A SHOWCASE OPEN TO THE COMMUNITY. CAMPERS ALSO ATTEND WORKSHOPS LIKE SONGWRITING,
SELF DEFENSE, AND DESIGNING AND PRINTING THEIR OWN BAND SHIRT. DURING LUNCH, LOCAL MUSICIANS AND
BANDS FEATURING WOMEN PERFORM A VARIETY OF MUSICAL GENRES.
5
CHICAS ROCKERAS SOUTH EAST LOS ANGELES 46-4896470
#5: FormAndLineReferenceDesc: Part V, line 34
Type of Significant Change Description of the activity
The number, composition, qualifications,
authority, or duties of the governing body's
voting members.
THE MINIMUM NUMBER OF DIRECTORS WAS DECREASED FROM FIVE (5) TO THREE (3).
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GRANT RECOMMENDATION FORM
General Applicant Information
Applicant Organization:
No. of Board Members:
Year Founded:Type of Organization:
Amount Requested:Recommended Amount:
Annual Budget:
Brief Narrative description of the organization
Organizational strengths:
Type of support
requested:
___ General Operating
___ Project/Program
First Time Applicant
Returning Grantee
Prev. Award amount:
East LA Community Corporation
Community Service 1995
$3,658,314 7
$60,000 $60,000
✔
✔
Skilled and experienced management staff with proven success in economic development,
housing and advocacy
Goals and focus of the organization addresses the ongoing and eminently exacerbated problem
of housing in communities surrounding Vernon and the broader Los Angeles County
Expansive services that cover a variety of needs for underserved communities (financial
counseling, wealth building workshops, mobile food pantry, afterschool programming)
In addition to its primary goals, the ELACC has supported small businesses in the past,
specifically assisting 1st street community businesses with 501(c)(6) incorporation
East Los Angeles Community Corporation (ELACC) provides a number of services for its
participants, including workshops which provide instruction toward financial stability and wealth
building, management of a mobile food bank, peer "Lending Circles" which provide incentives
toward income saving and the provision of afterschool programming.
In addition, ELACC develops transitional, affordable housing for low-income and homeless
individuals and families. Its management staff is supported by a diverse 7-member board of
directors with experience in community development and policy analysis.
$50,000 - FY2014-15
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___ Audit/IRS Form 990 (dated: _____ / ____ / _____ )
___ Organizational Budget
How does the proposal align with the goals of the Fund?
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governmental landscape:
Description of the proposal to which funds would apply
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Age Range:
Gender:
Race/Ethnicity:
Economic Status:
Family Type:
Military Status:
Sexual Orientation:
Other (specify):
___ Proposal Budget
Are there any activites planned to acknowledge VCF as a funder of this project/program/organization?
all all
all n/a
all n/a
poverty - low-income
n/a
ELACC is requested funding to support general operations for the organization.
$60,000 / ~$1,200
individuals = $50 per
person
Additional funding to organizations
assitisting in the housing of homeless
individuals--specifically for those in
SPA 7
✔12 31 2018
✔
The organizations programs most closely align with the following VCF goals:
The encouragement and inspiration of positive social development in Vernon and neighboring communities,
To support and assist organizations that expand opportunities for training and development of residents for
potential employment in businesses located in Vernon and surrounding communities
The eligibility criteria where the organization rates the highest are:
Demonstrate a measurable benefit to residents of Vernon and surrounding areas,
Promote the health, safety and welfare of persons residing or working within the designated geographic area
ELACC states that awarded grants and sponsorships are announced in its e-newsletter which reaches
over 3,200 people. It will also be posted on their social media accounts that collectively include ~9,000
members. Additionally, the VCF would be listed on any advertising materials.
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EAST LA COMMUNITY CORPORATION
Operating Budget FYE 12/31/2020
2020 BUDGET
REVENUE
Government Total $93,642
Foundation Grants $1,167,746
Corporate Contributions $150,000
Individual Contributions Total $20,000
Fundraising Total $250,000
Partnership Mgmt/Accounting Fees $96,708
Developer Fee/Construction Services $1,077,876
Event Fees $21,850
Tenant Service Fee $76,080
Commerical Income $170,508
Residential Income $533,904
TOTAL REVENUE $3,658,314
EXPENSES
PERSONNEL EXPENSES
Salaries $1,202,237
Payroll Taxes @ 9.7%$116,617
Fringe Benefits @ 14.56%$175,046
TOTAL PERSONNEL EXPENSES $1,493,900
NON-PERSONNEL EXPENSES
GENERAL & ADMINISTRATIVE
Audit $81,000
Auto Expenses $10,200
Bank Services Charge $4,332
Computer Maintenance Contract $82,380
Computer Maintenance Supplies $2,400
Conference/Meetings Costs $60,300
Consultants $138,495
Delivery & Stamp $8,810
Dues & Subscription $48,500
Equipment Leasing $28,900
Legal $79,500
Match Savings $6,000
Meal/food $12,000
Mileage Allowance $4,500
Minor Equipment and Furniture $2,400
Misc Gen & Admin Expenses $5,600
Office Supplies $26,560
Permits & Licenses $3,600
Printing $12,000
Property & Liability Insurance $89,376
Seminars & Training $12,000
Stipend $11,400
Telephone & Internet $17,124
Travel Expenses $12,000
TOTAL GENERAL & ADMINISTRATIVE:$759,377
UTILITIES
Electricity $27,780
Gas $5,938
Water $38,644
Sewer $22,715
TOTAL UTILITIES $95,076
OPERATING & MAINTENANCE
Janitor/Cleaning Supplies $10,500
Janitor/Cleaning Contract $41,850
Security & Alarms Monitoring $1,230
Grounds Contracts $15,000
Pest Control $7,750
Trash Removal $14,833
Materials $21,800
Repairs Contract $47,300
Misc Maintenance $1,000
TOTAL OPERATING & MAINTENANCE:$161,263
ADVERTISING & PROMOTION
Advertising & Marketing $3,800
Credit Check Expenses $2,750
TOTAL ADVERTISING & PROMOTION:$6,550
TOTAL OPERATING EXPENSES:$3,803,520
DEPARTMENTAL OVERHEAD ALLOCATION:
FULLY ALLOCATED OPERATIONAL EXPENSES:$2,516,166
ITDA (Interest, Taxes, Depreciation & Amortization)
Interest Expense $245,337
Real Estate Taxes $121,140
Franchise Tax $800
Depreciation Expenses $223,367
Amortization Expenses $9,000
TOTAL ITDA:$599,644
TOTAL EXPENSES:$4,403,163
RESERVES AFTER ITDA:$542,504
Salaries
CWS
TOTAL FY
2020-21
Vernon
CommUNITY
Fund
Allocation
VP Human Capital and COO $30,000
Financial and Small Business Coach $50,856 $7,500
Housing and Financial Coach $50,856 $7,500
Resident Services Coordinator $50,856 $15,000
Program Assistant $35,360 $5,000
Payroll Taxes @ 9.7%$21,139 $3,395
Fringe Benefits @ 13%$28,331 $4,550
Total Personnel Expenses $267,398 $42,945
Non-Personnel Expenses
Stipend $3,800
Subgrant to partner org $150,000
Conference/Meetings Costs $3,960
Office Supplies $1,800
Printing $300
Delivery & Stamp $100
Minor Equipment and Furniture $1,700
Consultants $89,000 $5,000
Computer Maintenance Contract $1,350
Telephone & Internet $750
Auto Expenses $600
Travel Expenses $3,400
Meal/food $800
Seminars & Training $5,200
Dues & Subscription $10,000
matched savings/Covid19 emergency response $50,000
Credit Check Expenses $5,816
S.T.A.R.S. program technology $20,000 $10,000
TOTAL Non-Personnel Expenses $348,576 $15,000
Total Expenses $615,974 $57,945
Overhead @ 41.51% $255,691 $2,055
Fully Allocated Expenses $871,664 $60,000
East LA Community Corporation
Operating Budget FYE 2020-21
Community Wealth and Services
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GRANT RECOMMENDATION FORM
General Applicant Information
Applicant Organization:
No. of Board Members:
Year Founded:Type of Organization:
Amount Requested:Recommended Amount:
Annual Budget:
Brief Narrative description of the organization
Organizational strengths:
Type of support
requested:
___ General Operating
___ Project/Program
First Time Applicant
Returning Grantee
Prev. Award amount:
Girl Scouts of Greater Los Angeles
Civic Organization 2008
$106,511 20
$30,000 $30,000
✔
✔
Highly known brand with proven success in community outreach
Projected goals which align with multiple VCF goals and target identical demographics as VCF
Skilled and capable management team
Successful fundraising efforts which can bolster success towards projected goals
Since its establishment in 1912, the Girl Scouts of Greater Los Angeles (GSGLA) has become
one of the largest non-profit organizations in Los Angeles with the focus of supporting the
development of young girls. GSGLA fosters the growth of its participants through its various
programs which focus on physical activity, community service, STEM skills development and
outdoor experiences.
$30,000 (FY 2018-19)
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___ Audit/IRS Form 990 (dated: _____ / ____ / _____ )
___ Organizational Budget
How does the proposal align with the goals of the Fund?
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governmental landscape:
Description of the proposal to which funds would apply
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Age Range:
Gender:
Race/Ethnicity:
Economic Status:
Family Type:
Military Status:
Sexual Orientation:
Other (specify):
___ Proposal Budget
Are there any activites planned to acknowledge VCF as a funder of this project/program/organization?
all n/a
all, sex: female n/a
all n/a
low-income n/a
GSGLA is requesting funding in support of general operations for the organization. Funding would be
restricted to support individuals who live in Vernon and VCF communities.
$30,000 / 916
individuals = ~$32 per
person
Low-income communities in the Southeast
LA region, specifically leadership
development in adolescent girls
✔4 15 2018
✔
The organizations programs most closely align with the following VCF goals:
the promotion of positive social development of children, youth, families and senior residents in Vernon and
surrounding areas,
the promotion of effective and responsible leadership at every level of society
The eligibility criteria where the organization rates the highest are:
Promote the health, safety and welfare of persons residing or working within the designated geographic
areas
GSGLA plans to recognize funders on its Annual Report which is estimated to have ~700,000 visitors
online. Interest has also been expressed regarding working directly with any VCF public
relations/marketing for further opportunities for acknowledgment.
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LEADERSHIP BIOS
Girl Scouts of Greater Los Angeles
Theresa Edy-Kiene
Chief Executive Officer
Theresa Edy-Kiene was appointed chief executive officer of Girl Scouts of Greater Los Angeles in
September 2019. As CEO, Theresa provides direction and vision for the development and achievement
of the organization’s mission to build girls of courage, confidence, and character who make the world a
better place.
She comes to GSGLA from Fuller Seminary as the Vice President of Strategic Planning and Change
Management in the President’s Office where she was responsible for the development of a new
institution-wide strategic plan, developing a new education business model to position the institution
for greater financial sustainability and the management of the planning and design for Fuller’s new
Pomona campus. Simultaneously, she continued to serve as the Executive Director for the Thrive Center
for Human Development, a role that brought her to the seminary in 2017 to leverage applied research in
the area of positive youth development in order to inspire young people for social change.
Prior, Edy-Kiene was an entrepreneur who co-founded and led two consumer food brands, raising
capital financing and growing both into national brands. Before that, she had a successful career as a
television executive at Lifetime Television, Warner Bros., and Fox, and developed the hit shows, The X-
Files and Six Feet Under. She also sits on the board of the Human Trafficking Legal Network and chaired
the Water Committee for the California Small Business Association.
Natalie Farrar Adams
Chief External Relations Officer
Chief External Relations Officer, Natalie Farrar Adams, joined GSGLA in February 2017. She is responsible
for fund development, marketing, communications and legislative advocacy. She and her team have the
pleasure of sharing the accomplishments of girls and volunteers with both the membership base and the
Los Angeles community.
With more than 20 years of experience in nonprofit and higher education fundraising and engagement,
Natalie specializes in building engaging and welcome donor communities, raising the sites of
philanthropic investors, and utilizing specialized data analysis to increase overall participation in donor
commitment. She has extensive experience in communications and marketing management as well as
prides herself on integrating communications, public relations and cultivation experiences so that
constituents always feel connected and informed to the organization they support.
Natalie was most recently the Director of Parent Engagement and The Parent Fund at Scripps College,
the women’s college at the Claremont Consortium and led several nonprofit development teams in Los
Angeles County and New York City including Descanso Gardens, Bright Star Schools and Harlem R.B.I.
(Reviving Baseball in Inner Cities). Through each of these roles, Natalie has championed opportunities to
provide girls and young women experiences to grow leadership skills and build personal character.
Natalie is a member of the board of The Glendora Education Foundation where she chairs the
Development Committee and sits on the Executive Team, and spends countless hours as an active
volunteer in her three children’s activities.
Denise Nowack
Chief Mission Delivery Officer
Denise Nowack spearheads a comprehensive, multifunction, integrated operation for program
enrichment, membership growth and retention, and volunteer engagement and development. Denise
oversees 110 staff members in the areas of member services, program and community engagement,
registration, retail and product sales. In the coming months, Denise will lead Girl Scouts of Greater Los
Angeles’ next strategic planning process.
With more than 35 years of experience in executive non-profit management, Denise specializes in
strategic planning, market analysis, needs assessment, and curriculum design. Denise is an innovative
leader in the development, execution, and evaluation of evidence-based programs with attention to
scalable models that produce replicable outcomes nationwide. Prior to joining Girl Scouts, Denise
demonstrated her leadership at National Multiple Sclerosis Society, Southern California and Nevada
chapter, where she served in various capacities for nearly 20 years, most recently as the Executive Vice
President, Chapter Programs, Advocacy, and Services. During her tenure, Denise led the chapter through
four mergers, successfully expanding mission delivery across larger, culturally-diverse regions. Denise
and her team effectively leveraged the unique resources of communities to help more people affected
by MS live their best lives.
Denise’s lifelong career in nonprofit launched with a 15-year tenure at American Heart Association
where she last served as Associate Vice President, Programs and Services, Research and Community
Development. In addition to her management experience, Denise is a registered and published dietitian
nutritionist and earned her Bachelor of Science degree in Dietetics, Food Science & Nutrition from
California State University – Northridge.
Denise is a lifetime Girl Scout member, a San Fernando Valley Girl Scout alum, a Mariner, and a former
San Fernando Council Board member and officer. Denise is an engaged volunteer herself, including
being a volunteer puppy raiser with her husband for the Guide Dogs of America.
Brenda Zamzow
Chief Financial & Administrative Officer
Brenda Zamzow oversees Finance, IT, Risk Management and Properties for GSGLA. She joined the
organization as a financial consultant in April 2010 to develop the financial model for the 5-year
strategic plan and is ow responsible for the $20M+ annual operating budget, the 26 owned and leased
properties, GSGLA’s technology function, and risk management including insurance and contract
administration. She serves as the staff liaison to the Finance/Investment, Audit, and Property
Committees, and is also active in fund development and leadership recruitment. In September 2014,
Brenda was honored by the Los Angeles Business Journal with an award as the Non-Profit CFO of the
Year. She was also named to the inaugural class of 40 Woman of Distinction by LA Biz in January 2015.
Prior to joining GSGLA, Brenda founded and led The Zamzow Group, Inc., an accounting services firm
providing seasoned financial and accounting professionals (CPAs and MBAs) to clients that included Sony
Pictures Entertainment, Warner Bros., Ernst & Young, and Southern California Edison, and catered to
many small to middle-market companies and nonprofit organizations in the Greater Los Angeles area.
The Zamzow Group was certified by the Women's Business Enterprise National Council (WBENC), which
provides a national standard of certification for women-owned businesses and is considered to be one
of the most widely recognized and respected certifications in the nation.
Prior to founding The Zamzow Group, Brenda was a financial consultant for Sony Pictures
Entertainment, served as Senior Vice President of Finance at Internet Directories USA, and served as
Chief Operating & Financial Officer of Creative Intelligence, Inc. She spent 10 years at Fox Television as
Vice President of Twentieth Television & General Manager of FoxStar Productions. Brenda began her
career in the London office of Arthur Young & Co, later relocating to Los Angeles and joining Ernst &
Whinney, which later become Ernst & Young LLP.
In addition to her business achievements, Brenda chairs the Ernst & Young Alumni Association for
Greater Los Angeles and serves on the Finance Committee of the Alzheimer’s Association—Southland
Chapter. Brenda is the former Board Chair of the Angeles Girl Scout Council and the Los Angeles Junior
Chamber of Commerce. She has been an active member of several community and professional
organizations, including the West Adams Heritage Association, the National Association of Women
Business Owners (NAWBO), Los Angeles Area Chamber of Commerce, CalCPA Society, ProVisors, AICPA,
Executive Women’s Golf Association, and the Cheetah Conservation Fund.
Page 1 of 211/30/201810:45 AMGSGLA FY2019 Operating BudgetC O N F I D E N T I A L Final BudgetFY 2018-2019OPERATING REVENUEPublic SupportIndividual Gifts 425,000$ Corporate Gifts 435,000 Foundations340,000 Total Public Support1,200,000$ RevenueProduct Sales (net)18,321,934 Retail Operations (net)789,354 Program Revenue1,787,371 Property & Equipment92,100 Bank & Investment Income 127,500 Other Revenue35,800 Total Revenue21,154,059$ TOTAL OPERATING REVENUE22,354,059$ OPERATING EXPENSESEmployee ExpensePersonnel Salaries & Wages 10,609,723$ Employee Benefits 1,605,435 Employee Taxes & insurance1,070,187 Total Salaries, Benefits and Taxes13,285,345$ Other Operating ExpenseProfessional Services & Fees 1,166,647 Supplies 2,316,056 Telecommunications260,376 Occupancy1,483,857 Equipment Purchase, Rental, Repair & Maintenance 533,115 Printing, Promotion & Publications 685,736 Travel 336,195 Assistance & Grants573,807 Insurance329,643 Other Expenses481,485 Depreciation Expense1,127,305 Total Other Operating Expense9,294,223$ TOTAL OPERATING EXPENSES22,579,568$ (225,509)$ NET INCREASE (DECREASE) IN NET ASSETS FOR OPERATIONSFinal Budget
Page 2 of 211/30/201810:45 AMGSGLA FY2019 Capital Budget Final Budget C O N F I D E N T I A L Final BudgetFY 2018-2019Capital Public SupportCamp Lakota600,000 Other Capital 150,000 TOTAL CAPITAL SUPPORT750,000$ Capital ExpendituresNew Capital Projects - FY2019 2,235,731$ Prior year carryovers from FY2018 (WIP) 305,000$ Santa Clarita & Inglewood Build-outs (WIP) -$ Property Capital Expenditures 2,540,731$ IT Capital Expenditures312,000 TOTAL CAPITAL EXPENDITURES2,852,731$ NET INCREASE (DECREASE) IN FUNDS FOR CAPITAL(2,102,731)$
LEADERSHIP BIOS
2019 GSGLA Board of Directors
Michelle Reagan Attalla
Vice President, Senior Business Banking Relationship Manager, City National Bank
Michelle is a vice president, senior business banking relationship manager for City National
Bank located in West Los Angeles. She is a business specialist servicing credit and other banking
needs for companies of the Greater Los Angeles area. She has more than 25 years of experience
in finance, investment management, and treasury operations. Prior to banking, she was the
assistant treasurer for Mattel Inc., and worked at AIG SunAmerica and Coopers & Lybrand.
Michelle is a member of GSGLA's finance/investment committee.
Hayley Blockley
Managing Director, JLL
Hayley holds a B.A. with highest honors from the School of Film and Photography at Montana
State University, which informs her love of media, culture, and design. In 2013 she was named
to the JLL Leadership Council Advisory Board and as one of Southern California’s Top Leasing
Brokers by Real Estate Forum. Hayley was honored by Bisnow in 2014 as one of their Los
Angeles Power Women and was invited to participate in the JLL’s 2016 Women’s Summit. She
and her partner were also recently featured in the Los Angeles Business Journal’s “Who’s
Brokering Los Angeles.” Hayley sits on GSGLA's property committee.
Mia Britel
Principal, Deloitte Consulting LLP
Mia is a C-suite advisor with experience in delivering strategic enterprise-wide capabilities for
global Fortune 500 companies. With 25-plus years of experience in Big Four Consulting working
with a wide range of clients and industries, she brings deep experience in global sales, strategy,
portfolio management, budgeting, contract and supplier management. Mia also has a passion
for developing future women leaders and it is that passion that has brought her to GSGLA,
where she is a member of the fund development committee.
Tod A. Burnett, Ed.D.
Executive Vice Chancellor, Brandman University
At Brandman University, Tod oversees advancement and special projects expanding strategic
partnerships that benefit the university and enhance student success. Tod was also president of
Saddleback College and vice chancellor of the California Community Colleges, and has served in
the administrations of a U.S. president, government, and mayor. He was also director of state
and local government relations for the U.S. Environmental Protection Agency. Tod is passionate
about promoting educational opportunities and economic prosperity for all. He sits on GSGLA's
fund development committee.
Erin Dawkins
Vice President, Brand Operations, House of Taylor
At House of Taylor, Erin serves as the primary operations lead related to Elizabeth Taylor's
lifestyle brands, including developing purpose-driven business strategies benefiting The
Elizabeth Taylor AIDS Foundation. Before serving in her role with House of Taylor, Erin was a
Senior Division Director of the Office of the Senior Vice President (OSVP) at NYU Langone
Medical Center, one of the nation’s premier academic medical centers. Erin has designed and
managed capital campaigns ranging from $10 million to $350 million for national and
international non-profit organizations. She is passionate about issues related to women & girls
and underrepresented communities and continues to serve as a volunteer in this capacity.
Juanita Dawson
Senior Manager, Raytheon
Juanita is a senior manager in the information technology security, risk, and compliance
organization within the Raytheon Space and Airborne Systems business, a technology and
innovation leader specializing in defense, civil government, and cybersecurity solutions. There,
she provides the vision and leadership for developing and suppo rting initiatives critical to
governance and compliance practices in information technology. Juanita is a member of
GSGLA's audit committee.
Monique Earl
Assistant General Manager, Administration & Field Operations, Los Angeles Department of
Transportation
Monique is the assistant general manager over administration and field operations at the Los
Angeles Department of Transportation (LADOT). She has over 20 years of experience in the
public, private, and nonprofit sectors—most notably in the area of public finance. Currently,
Monique spearheads the financial strategy at LADOT, which includes budget, accounting, risk
management, procurement, and facilities.
Denise Gutches
Chief Financial & Operating Officer, FilmL.A., Inc.
Denise has more than 30 years of experience in strategic, financial, and operating management
and leadership. Prior to FilmL.A., Inc, she served as CFO/COO at Marlborough School and
Willows Community School. Since 2004, Denise has also owned and operated DKG Consulting,
Inc., specializing in comprehensive strategic planning, business management, project
management, and executive consulting services for nonprofits. Denise sits on GSGLA's property
and board development committees.
Cheryl Hundley – Vice Chair
Senior Director, Head of Tax, Blackline, Inc.
Cheryl is the head of tax for Blackline (NASDAQ: BL), a leading provider of cloud software with a
mission to modernize accounting and finance for greater operational agility, accuracy and
effectiveness in companies worldwide. She oversees all aspects of the company’s global
corporate tax function. Cheryl chairs GSGLA's board development committee and sits on the
executive committee.
Sue Callaway Kelly
Entrepreneur, Journalist, Author & Media Marketer
Entrepreneur, award-winning journalist and author, media marketing pioneer, and automotive
insider, Sue has built and transformed global brands for Time Inc., Wenner Media and Hearst,
co-founded Fortune’s Most Powerful Women Summit and innovated marketing and content
platforms for brands from Esquire and Jaguar to TrueCar and THE AUTO 100.
Megan L. Martin
Vice President, Intellectual Property, Warner Bros. Entertainment
Megan, vice president of intellectual property counsel at Warner Bros. Entertainment, began
Girl Scouts in second grade and earned her Silver and Gold Awards. She is a member of GSGLA’s
property committee. Megan served as a girl board member for Ocean County Girl Scouts
Council, representing the organization at the 1993 Girl Scout National Convention.
Jana Monroe – Secretary
Vice President, Global Security, Herbalife
As vice president of global security, Jana Monroe is responsible for all security functions
throughout the company, including executive security; events, employee, facility, and property
security; IT security; and any other special security projects. Jana sits on GSGLA's executive,
board development, and fund development committees.
Bill Nelson
Executive Vice President, Human Resources, Unibail-Rodamco-Westfield
Bill joined Westfield, LLC in 2011 and is currently responsible for providing leadership and
direction to the U.S. Unibail-Rodamco-Westfield organization on all matters relating to people.
Prior to joining Westfield, he held a variety of executive human-resource roles in diverse
industries, living and working in countries across Asia, Australia, Canada, Europe, and the
United States. He has been an active supporter of many community-based programs including
work with the American Red Cross, various veterans’ initiatives, and now with GSGLA. Bill co-
chairs GSGLA’s executive compensation committee and sits on the fund development
committee.
Jim Niemiec
Senior Vice President, Procurement, Beachbody
Jim, chief procurement officer at Beachbody, has over 20 years of experience leading global
procurement for tech, retail, and manufacturing with multinational companies. He has held
leadership roles with McKinney, MGM Resorts, HP, and Live Nation Entertainment. Currently,
Jim resides in La Cañada with his wife and two Girl Scout daughters.
Erin Oremland
Senior Vice President, Administration, ICM Partners
Erin Oremland is Senior Vice President, Administration, at ICM Partners, one of the largest
talent agencies in the world, a role she has held for 17 years. Her purview includes business
operations, contract and accounting management, and strategic planning processes across the
agencies’ 18 divisions. She is passionate about developing future female corporate leaders and
devotes considerable time to mentorship across the entertainment business. Erin attended the
University of Wisconsin at Madison, and lives in Sherman Oaks with her husband and three
sons.
Andy Park
Tax Partner, Private Client Services, Ernst & Young
Focused primarily on private, family-owned and high growth businesses, Andy has extensive
experience leading and coordinating cross-functional tax teams. His clients span a broad range
of industries such as Technology, Retail and Consumer Products, Media and Entertainment,
Healthcare, Financial, Automotive, Manufacturing, and Real Estate. In addition to his role
serving clients, Andy serves as one of the co-directors of the Greater Los Angeles EY
Entrepreneur Of The Year program that promotes and celebrates innovation, ingenuity and
entrepreneurship in the market.
Ellen E. Swarts
Senior Director of Finance & Controller, Teledyne Controls, LLC
Through her drive to excel and dedication to her team, Ellen has led El Segundo-based avionics
company Teledyne Controls in double-digit growth over the last four years. Ellen has worked in
the accounting arena for more than 30 years, 25 of which have been at a managerial level. Her
career has taken her coast-to-coast in such industries as chemicals, golf, printing, and land
development. She has an MBA from Pepperdine University and serves on GSGLA’s audit and
fund development committee.
Shelley Thompson – Board Chair
Attorney
Shelley, a Girl Scout alumna from her Brownie days, chaired the "Invest in Girls" task force for
GSGLA's strategic plan. In addition to chairing the GSGLA Board, she chairs the executive and
fund development committees. Shelley is an attorney, wealth advisor, and banking executive.
She practices law in the area of trusts and estates. She attended UC Hastings College of the Law
and UC Santa Barbara.
Tania Van Herle
Managing Principal, Harley Ellis Devereaux
Tania chairs GSGLA’s property committee and sits on the executive committee. She also chaired
the "Developing High Quality Programs" task force for GSGLA's strategic plan. She is managing
principal and corporate treasurer for Harley Ellis Devereaux, serving their board of directors
since 2006. Her degrees include Bachelor’s and Master’s of Science in civil engineering, and
Master’s of Architecture from UCLA. She’s also an American Institute of Architects member and
Girl Scout alumna.
Michelle Wroan – Treasurer
Partner, KPMG LLP
Michelle, audit partner at KPMG LLP, co-leads the LA chapter for KPMG’s Network of Women
(KNOW). She also leads KPMG’s Executive Leadership Institute for Women, a program focused
on leadership training and coaching for women in the LA business community. Michelle
attended UCLA and serves on the finance/investment committee. She also chaired the "Reach
More Girls" task force for GSGLA's strategic plan.
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17
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EGPJQAMSRQMDEPC?RCPJMQ?LECJCQ 73+/422.11
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GRANT RECOMMENDATION FORM
General Applicant Information
Applicant Organization:
No. of Board Members:
Year Founded:Type of Organization:
Amount Requested:Recommended Amount:
Annual Budget:
Brief Narrative description of the organization
Organizational strengths:
Type of support
requested:
___ General Operating
___ Project/Program
First Time Applicant
Returning Grantee
Prev. Award amount:
Girls on the Run of Los Angeles County
Sports/Recreation 2004
$604,815 17
$20,000 $20,000
✔
✔
GotR-LA has experienced consistent growth since its 2011 inception. Owing to a flexible, evolving
board, and capable management staff, GotR-LA has increased its operation from providing
service to 33 girls in 2011 to 300 in 2019.
Its broad base of funders (including Annenberg Foundation, CA Wellness Foundation, and LA
Dodgers Foundation) helps to insure that it can capably reach its programming goals, and
highlights its ability to effectively solicit and manage funding.
Girls on the Run (GotR-LA) is a Los Angeles based 501(c)(3) which formerly operated as an
independent affiliate of the national Girls on the Run organization. With running at its center,
GotR-LA focuses on the both the physical and psychological development of young girls by
combining fitness training with community service and leadership development activities.
Seventeen (17) members comprise its board of directors. Program analyses (performed by
GotR-LA) have shown that participants experience improved attitudes toward physical activity,
increased efficacy, confidence, compassion, and community involvement.
$20,000, FY2018-2019
6WDႇ$QDO\VLV
3URSRVDO'HWDLOV
'RFXPHQWVUHYLHZHG
___ Audit/IRS Form 990 (dated: _____ / ____ / _____ )
___ Organizational Budget
How does the proposal align with the goals of the Fund?
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governmental landscape:
Description of the proposal to which funds would apply
LIQRSDUWLFXODUSURMHFWLVVSHFL¿HGSOHDVHQRWH*HQHUDO2SHUDWLQJ6XSSRUWLQWKLVDUHD
6SHFL¿FSRSXODWLRQ V WDUJHWHGE\JUDQWUHTXHVW LIDSSOLFDEOH
Age Range:
Gender:
Race/Ethnicity:
Economic Status:
Family Type:
Military Status:
Sexual Orientation:
Other (specify):
___ Proposal Budget
Are there any activites planned to acknowledge VCF as a funder of this project/program/organization?
all n/a
all, sex: female n/a
all n/a
low-income n/a
VCF funding would go towards supporting GotR-LA's 20-week program (10 weeks in fall, 10 in spring)
in which local VCF area girls are mentored by community residents in activities contributing to the
holistic development of female youth. These include: run/walk exercise training, small group
discussions exploring challenging topics, games and activities that guide participants toward healthy
choices and independent thinking.
Local venues are used to host the 3k and 5k marathon events that culminate each 10-week session.
$20,000 / 200
individuals = $100 per
person
✔✔10 30 2019
✔
With a focus on the holistic development of girls, GotR aligns most closely with the VCF goal of
promoting the positive social development of children, youth and families in Vernon and surrounding
areas. Additionally its support from community members as volunteer coaches promotes effective and
responsible leadership at every level of society.
GotR-LA recognizes funders through its email and social media network which includes 12,000
supporters and over 200 families which receive targeted newsletters. GotR-LA is also amenable to
content creation to specifically recognize VCF if it is desired.
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Funds from The Vernon CommUNITY fund provide financial assistance to supported
continued programming in low-income communities. Currently, 80-90% percent of girls
participate thanks to partial or full financial support scholarships. While program
participation fees are determined by a sliding scale based on an individual family's need,
fundraising efforts fill the gaps, ensuring GOTRLA can provide access to girls from diverse
economic backgrounds. Funds through this grant will be designated toward critical annual
program expenses offered at low or no cost to girls in Vernon and surrounding area schools
with the highest Free & Reduced Lunch populations. Key program operating expenses
offset by these funds include in-depth volunteer coach certification and training, coach
supervision and ongoing support, curricula fees, evaluation processes, team site expenses
and culmination 5K event fees.
Participating in GOTR is provides much more than physical, social and emotional health.
The program provides Vernon area girls the opportunity to understand, serve and improve
their communities. One of the most unique and impactful activities incorporated into the
Girls on the Run curriculum is the Community Impact Project. Each season, Girls on the
Run teams work with their volunteer coach/mentors to design and implement a Community
Impact Project (“CIP”) aimed at improving their local community (ex: city, school,
neighborhood, classroom). We are excited to share one outstanding example from last fall.
This is a project conducted by Belvedere Elementary in Boyle Heights:
% # ! "
# !!
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#
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A grant from the Vernon CommUNITY Fund will allow GOTRLA to continue delivering such
powerful programming to improve communities. Through this funding, GOTRLA can achieve
its mission to never turn down a girl or family interested in the program and secure
GOTRLA's continued presence in underserved communities.
Form W-9
(Rev. October 2018)
Department of the Treasury
Internal Revenue Service
Request for Taxpayer
Identification Number and Certification
a Go to www.irs.gov/FormW9 for instructions and the latest information.
Give Form to the
requester. Do not
send to the IRS.Print or type. See Specific Instructions on page 3.1 Name (as shown on your income tax return). Name is required on this line; do not leave this line blank.
2 Business name/disregarded entity name, if different from above
3 Check appropriate box for federal tax classification of the person whose name is entered on line 1. Check only one of the
following seven boxes.
Individual/sole proprietor or
single-member LLC
C Corporation S Corporation Partnership Trust/estate
Limited liability company. Enter the tax classification (C=C corporation, S=S corporation, P=Partnership) a
Note: Check the appropriate box in the line above for the tax classification of the single-member owner. Do not check
LLC if the LLC is classified as a single-member LLC that is disregarded from the owner unless the owner of the LLC is
another LLC that is not disregarded from the owner for U.S. federal tax purposes. Otherwise, a single-member LLC that
is disregarded from the owner should check the appropriate box for the tax classification of its owner.
Other (see instructions) a
4 Exemptions (codes apply only to
certain entities, not individuals; see
instructions on page 3):
Exempt payee code (if any)
Exemption from FATCA reporting
code (if any)
(Applies to accounts maintained outside the U.S.)
5 Address (number, street, and apt. or suite no.) See instructions.
6 City, state, and ZIP code
Requester’s name and address (optional)
7 List account number(s) here (optional)
Part I Taxpayer Identification Number (TIN)
Enter your TIN in the appropriate box. The TIN provided must match the name given on line 1 to avoid
backup withholding. For individuals, this is generally your social security number (SSN). However, for a
resident alien, sole proprietor, or disregarded entity, see the instructions for Part I, later. For other
entities, it is your employer identification number (EIN). If you do not have a number, see How to get a
TIN, later.
Note: If the account is in more than one name, see the instructions for line 1. Also see What Name and
Number To Give the Requester for guidelines on whose number to enter.
Social security number
––
or
Employer identification number
–
Part II Certification
Under penalties of perjury, I certify that:
1. The number shown on this form is my correct taxpayer identification number (or I am waiting for a number to be issued to me); and
2. I am not subject to backup withholding because: (a) I am exempt from backup withholding, or (b) I have not been notified by the Internal Revenue
Service (IRS) that I am subject to backup withholding as a result of a failure to report all interest or dividends, or (c) the IRS has notified me that I am
no longer subject to backup withholding; and
3. I am a U.S. citizen or other U.S. person (defined below); and
4. The FATCA code(s) entered on this form (if any) indicating that I am exempt from FATCA reporting is correct.
Certification instructions. You must cross out item 2 above if you have been notified by the IRS that you are currently subject to backup withholding because
you have failed to report all interest and dividends on your tax return. For real estate transactions, item 2 does not apply. For mortgage interest paid,
acquisition or abandonment of secured property, cancellation of debt, contributions to an individual retirement arrangement (IRA), and generally, payments
other than interest and dividends, you are not required to sign the certification, but you must provide your correct TIN. See the instructions for Part II, later.
Sign
Here
Signature of
U.S. person a Date a
General Instructions
Section references are to the Internal Revenue Code unless otherwise
noted.
Future developments. For the latest information about developments
related to Form W-9 and its instructions, such as legislation enacted
after they were published, go to www.irs.gov/FormW9.
Purpose of Form
An individual or entity (Form W-9 requester) who is required to file an
information return with the IRS must obtain your correct taxpayer
identification number (TIN) which may be your social security number
(SSN), individual taxpayer identification number (ITIN), adoption
taxpayer identification number (ATIN), or employer identification number
(EIN), to report on an information return the amount paid to you, or other
amount reportable on an information return. Examples of information
returns include, but are not limited to, the following.
• Form 1099-INT (interest earned or paid)
• Form 1099-DIV (dividends, including those from stocks or mutual
funds)
• Form 1099-MISC (various types of income, prizes, awards, or gross
proceeds)
• Form 1099-B (stock or mutual fund sales and certain other
transactions by brokers)
• Form 1099-S (proceeds from real estate transactions)
• Form 1099-K (merchant card and third party network transactions)
• Form 1098 (home mortgage interest), 1098-E (student loan interest),
1098-T (tuition)
• Form 1099-C (canceled debt)
• Form 1099-A (acquisition or abandonment of secured property)
Use Form W-9 only if you are a U.S. person (including a resident
alien), to provide your correct TIN.
If you do not return Form W-9 to the requester with a TIN, you might
be subject to backup withholding. See What is backup withholding,
later.
Cat. No. 10231X Form W-9 (Rev. 10-2018)
Girls on the Run of Los Angeles County
556 S. Fair Oaks Ave, #101-307
Pasadena, CA 91105
2 0 5 1 1 5 3 6 7
01/31/19
Form W-9 (Rev. 10-2018)Page 2
By signing the filled-out form, you:
1. Certify that the TIN you are giving is correct (or you are waiting for a
number to be issued),
2. Certify that you are not subject to backup withholding, or
3. Claim exemption from backup withholding if you are a U.S. exempt
payee. If applicable, you are also certifying that as a U.S. person, your
allocable share of any partnership income from a U.S. trade or business
is not subject to the withholding tax on foreign partners' share of
effectively connected income, and
4. Certify that FATCA code(s) entered on this form (if any) indicating
that you are exempt from the FATCA reporting, is correct. See What is
FATCA reporting, later, for further information.
Note: If you are a U.S. person and a requester gives you a form other
than Form W-9 to request your TIN, you must use the requester’s form if
it is substantially similar to this Form W-9.
Definition of a U.S. person. For federal tax purposes, you are
considered a U.S. person if you are:
• An individual who is a U.S. citizen or U.S. resident alien;
• A partnership, corporation, company, or association created or
organized in the United States or under the laws of the United States;
• An estate (other than a foreign estate); or
• A domestic trust (as defined in Regulations section 301.7701-7).
Special rules for partnerships. Partnerships that conduct a trade or
business in the United States are generally required to pay a withholding
tax under section 1446 on any foreign partners’ share of effectively
connected taxable income from such business. Further, in certain cases
where a Form W-9 has not been received, the rules under section 1446
require a partnership to presume that a partner is a foreign person, and
pay the section 1446 withholding tax. Therefore, if you are a U.S. person
that is a partner in a partnership conducting a trade or business in the
United States, provide Form W-9 to the partnership to establish your
U.S. status and avoid section 1446 withholding on your share of
partnership income.
In the cases below, the following person must give Form W-9 to the
partnership for purposes of establishing its U.S. status and avoiding
withholding on its allocable share of net income from the partnership
conducting a trade or business in the United States.
• In the case of a disregarded entity with a U.S. owner, the U.S. owner
of the disregarded entity and not the entity;
• In the case of a grantor trust with a U.S. grantor or other U.S. owner,
generally, the U.S. grantor or other U.S. owner of the grantor trust and
not the trust; and
• In the case of a U.S. trust (other than a grantor trust), the U.S. trust
(other than a grantor trust) and not the beneficiaries of the trust.
Foreign person. If you are a foreign person or the U.S. branch of a
foreign bank that has elected to be treated as a U.S. person, do not use
Form W-9. Instead, use the appropriate Form W-8 or Form 8233 (see
Pub. 515, Withholding of Tax on Nonresident Aliens and Foreign
Entities).
Nonresident alien who becomes a resident alien. Generally, only a
nonresident alien individual may use the terms of a tax treaty to reduce
or eliminate U.S. tax on certain types of income. However, most tax
treaties contain a provision known as a “saving clause.” Exceptions
specified in the saving clause may permit an exemption from tax to
continue for certain types of income even after the payee has otherwise
become a U.S. resident alien for tax purposes.
If you are a U.S. resident alien who is relying on an exception
contained in the saving clause of a tax treaty to claim an exemption
from U.S. tax on certain types of income, you must attach a statement
to Form W-9 that specifies the following five items.
1. The treaty country. Generally, this must be the same treaty under
which you claimed exemption from tax as a nonresident alien.
2. The treaty article addressing the income.
3. The article number (or location) in the tax treaty that contains the
saving clause and its exceptions.
4. The type and amount of income that qualifies for the exemption
from tax.
5. Sufficient facts to justify the exemption from tax under the terms of
the treaty article.
Example. Article 20 of the U.S.-China income tax treaty allows an
exemption from tax for scholarship income received by a Chinese
student temporarily present in the United States. Under U.S. law, this
student will become a resident alien for tax purposes if his or her stay in
the United States exceeds 5 calendar years. However, paragraph 2 of
the first Protocol to the U.S.-China treaty (dated April 30, 1984) allows
the provisions of Article 20 to continue to apply even after the Chinese
student becomes a resident alien of the United States. A Chinese
student who qualifies for this exception (under paragraph 2 of the first
protocol) and is relying on this exception to claim an exemption from tax
on his or her scholarship or fellowship income would attach to Form
W-9 a statement that includes the information described above to
support that exemption.
If you are a nonresident alien or a foreign entity, give the requester the
appropriate completed Form W-8 or Form 8233.
Backup Withholding
What is backup withholding? Persons making certain payments to you
must under certain conditions withhold and pay to the IRS 24% of such
payments. This is called “backup withholding.” Payments that may be
subject to backup withholding include interest, tax-exempt interest,
dividends, broker and barter exchange transactions, rents, royalties,
nonemployee pay, payments made in settlement of payment card and
third party network transactions, and certain payments from fishing boat
operators. Real estate transactions are not subject to backup
withholding.
You will not be subject to backup withholding on payments you
receive if you give the requester your correct TIN, make the proper
certifications, and report all your taxable interest and dividends on your
tax return.
Payments you receive will be subject to backup withholding if:
1. You do not furnish your TIN to the requester,
2. You do not certify your TIN when required (see the instructions for
Part II for details),
3. The IRS tells the requester that you furnished an incorrect TIN,
4. The IRS tells you that you are subject to backup withholding
because you did not report all your interest and dividends on your tax
return (for reportable interest and dividends only), or
5. You do not certify to the requester that you are not subject to
backup withholding under 4 above (for reportable interest and dividend
accounts opened after 1983 only).
Certain payees and payments are exempt from backup withholding.
See Exempt payee code, later, and the separate Instructions for the
Requester of Form W-9 for more information.
Also see Special rules for partnerships, earlier.
What is FATCA Reporting?
The Foreign Account Tax Compliance Act (FATCA) requires a
participating foreign financial institution to report all United States
account holders that are specified United States persons. Certain
payees are exempt from FATCA reporting. See Exemption from FATCA
reporting code, later, and the Instructions for the Requester of Form
W-9 for more information.
Updating Your Information
You must provide updated information to any person to whom you
claimed to be an exempt payee if you are no longer an exempt payee
and anticipate receiving reportable payments in the future from this
person. For example, you may need to provide updated information if
you are a C corporation that elects to be an S corporation, or if you no
longer are tax exempt. In addition, you must furnish a new Form W-9 if
the name or TIN changes for the account; for example, if the grantor of a
grantor trust dies.
Penalties
Failure to furnish TIN. If you fail to furnish your correct TIN to a
requester, you are subject to a penalty of $50 for each such failure
unless your failure is due to reasonable cause and not to willful neglect.
Civil penalty for false information with respect to withholding. If you
make a false statement with no reasonable basis that results in no
backup withholding, you are subject to a $500 penalty.
Form W-9 (Rev. 10-2018)Page 3
Criminal penalty for falsifying information. Willfully falsifying
certifications or affirmations may subject you to criminal penalties
including fines and/or imprisonment.
Misuse of TINs. If the requester discloses or uses TINs in violation of
federal law, the requester may be subject to civil and criminal penalties.
Specific Instructions
Line 1
You must enter one of the following on this line; do not leave this line
blank. The name should match the name on your tax return.
If this Form W-9 is for a joint account (other than an account
maintained by a foreign financial institution (FFI)), list first, and then
circle, the name of the person or entity whose number you entered in
Part I of Form W-9. If you are providing Form W-9 to an FFI to document
a joint account, each holder of the account that is a U.S. person must
provide a Form W-9.
a. Individual. Generally, enter the name shown on your tax return. If
you have changed your last name without informing the Social Security
Administration (SSA) of the name change, enter your first name, the last
name as shown on your social security card, and your new last name.
Note: ITIN applicant: Enter your individual name as it was entered on
your Form W-7 application, line 1a. This should also be the same as the
name you entered on the Form 1040/1040A/1040EZ you filed with your
application.
b. Sole proprietor or single-member LLC. Enter your individual
name as shown on your 1040/1040A/1040EZ on line 1. You may enter
your business, trade, or “doing business as” (DBA) name on line 2.
c. Partnership, LLC that is not a single-member LLC, C
corporation, or S corporation. Enter the entity's name as shown on the
entity's tax return on line 1 and any business, trade, or DBA name on
line 2.
d. Other entities. Enter your name as shown on required U.S. federal
tax documents on line 1. This name should match the name shown on the
charter or other legal document creating the entity. You may enter any
business, trade, or DBA name on line 2.
e. Disregarded entity. For U.S. federal tax purposes, an entity that is
disregarded as an entity separate from its owner is treated as a
“disregarded entity.” See Regulations section 301.7701-2(c)(2)(iii). Enter
the owner's name on line 1. The name of the entity entered on line 1
should never be a disregarded entity. The name on line 1 should be the
name shown on the income tax return on which the income should be
reported. For example, if a foreign LLC that is treated as a disregarded
entity for U.S. federal tax purposes has a single owner that is a U.S.
person, the U.S. owner's name is required to be provided on line 1. If
the direct owner of the entity is also a disregarded entity, enter the first
owner that is not disregarded for federal tax purposes. Enter the
disregarded entity's name on line 2, “Business name/disregarded entity
name.” If the owner of the disregarded entity is a foreign person, the
owner must complete an appropriate Form W-8 instead of a Form W-9.
This is the case even if the foreign person has a U.S. TIN.
Line 2
If you have a business name, trade name, DBA name, or disregarded
entity name, you may enter it on line 2.
Line 3
Check the appropriate box on line 3 for the U.S. federal tax
classification of the person whose name is entered on line 1. Check only
one box on line 3.
IF the entity/person on line 1 is
a(n) . . .
THEN check the box for . . .
• Corporation Corporation
• Individual
• Sole proprietorship, or
• Single-member limited liability
company (LLC) owned by an
individual and disregarded for U.S.
federal tax purposes.
Individual/sole proprietor or single-
member LLC
• LLC treated as a partnership for
U.S. federal tax purposes,
• LLC that has filed Form 8832 or
2553 to be taxed as a corporation,
or
• LLC that is disregarded as an
entity separate from its owner but
the owner is another LLC that is
not disregarded for U.S. federal tax
purposes.
Limited liability company and enter
the appropriate tax classification.
(P= Partnership; C= C corporation;
or S= S corporation)
• Partnership Partnership
• Trust/estate Trust/estate
Line 4, Exemptions
If you are exempt from backup withholding and/or FATCA reporting,
enter in the appropriate space on line 4 any code(s) that may apply to
you.
Exempt payee code.
• Generally, individuals (including sole proprietors) are not exempt from
backup withholding.
• Except as provided below, corporations are exempt from backup
withholding for certain payments, including interest and dividends.
• Corporations are not exempt from backup withholding for payments
made in settlement of payment card or third party network transactions.
• Corporations are not exempt from backup withholding with respect to
attorneys’ fees or gross proceeds paid to attorneys, and corporations
that provide medical or health care services are not exempt with respect
to payments reportable on Form 1099-MISC.
The following codes identify payees that are exempt from backup
withholding. Enter the appropriate code in the space in line 4.
1—An organization exempt from tax under section 501(a), any IRA, or
a custodial account under section 403(b)(7) if the account satisfies the
requirements of section 401(f)(2)
2—The United States or any of its agencies or instrumentalities
3—A state, the District of Columbia, a U.S. commonwealth or
possession, or any of their political subdivisions or instrumentalities
4—A foreign government or any of its political subdivisions, agencies,
or instrumentalities
5—A corporation
6—A dealer in securities or commodities required to register in the
United States, the District of Columbia, or a U.S. commonwealth or
possession
7—A futures commission merchant registered with the Commodity
Futures Trading Commission
8—A real estate investment trust
9—An entity registered at all times during the tax year under the
Investment Company Act of 1940
10—A common trust fund operated by a bank under section 584(a)
11—A financial institution
12—A middleman known in the investment community as a nominee or
custodian
13—A trust exempt from tax under section 664 or described in section
4947
Form W-9 (Rev. 10-2018)Page 4
The following chart shows types of payments that may be exempt
from backup withholding. The chart applies to the exempt payees listed
above, 1 through 13.
IF the payment is for . . .THEN the payment is exempt
for . . .
Interest and dividend payments All exempt payees except
for 7
Broker transactions Exempt payees 1 through 4 and 6
through 11 and all C corporations.
S corporations must not enter an
exempt payee code because they
are exempt only for sales of
noncovered securities acquired
prior to 2012.
Barter exchange transactions and
patronage dividends
Exempt payees 1 through 4
Payments over $600 required to be
reported and direct sales over
$5,0001
Generally, exempt payees
1 through 52
Payments made in settlement of
payment card or third party network
transactions
Exempt payees 1 through 4
1 See Form 1099-MISC, Miscellaneous Income, and its instructions.
2 However, the following payments made to a corporation and
reportable on Form 1099-MISC are not exempt from backup
withholding: medical and health care payments, attorneys’ fees, gross
proceeds paid to an attorney reportable under section 6045(f), and
payments for services paid by a federal executive agency.
Exemption from FATCA reporting code. The following codes identify
payees that are exempt from reporting under FATCA. These codes
apply to persons submitting this form for accounts maintained outside
of the United States by certain foreign financial institutions. Therefore, if
you are only submitting this form for an account you hold in the United
States, you may leave this field blank. Consult with the person
requesting this form if you are uncertain if the financial institution is
subject to these requirements. A requester may indicate that a code is
not required by providing you with a Form W-9 with “Not Applicable” (or
any similar indication) written or printed on the line for a FATCA
exemption code.
A—An organization exempt from tax under section 501(a) or any
individual retirement plan as defined in section 7701(a)(37)
B—The United States or any of its agencies or instrumentalities
C—A state, the District of Columbia, a U.S. commonwealth or
possession, or any of their political subdivisions or instrumentalities
D—A corporation the stock of which is regularly traded on one or
more established securities markets, as described in Regulations
section 1.1472-1(c)(1)(i)
E—A corporation that is a member of the same expanded affiliated
group as a corporation described in Regulations section 1.1472-1(c)(1)(i)
F—A dealer in securities, commodities, or derivative financial
instruments (including notional principal contracts, futures, forwards,
and options) that is registered as such under the laws of the United
States or any state
G—A real estate investment trust
H—A regulated investment company as defined in section 851 or an
entity registered at all times during the tax year under the Investment
Company Act of 1940
I—A common trust fund as defined in section 584(a)
J—A bank as defined in section 581
K—A broker
L—A trust exempt from tax under section 664 or described in section
4947(a)(1)
M—A tax exempt trust under a section 403(b) plan or section 457(g)
plan
Note: You may wish to consult with the financial institution requesting
this form to determine whether the FATCA code and/or exempt payee
code should be completed.
Line 5
Enter your address (number, street, and apartment or suite number).
This is where the requester of this Form W-9 will mail your information
returns. If this address differs from the one the requester already has on
file, write NEW at the top. If a new address is provided, there is still a
chance the old address will be used until the payor changes your
address in their records.
Line 6
Enter your city, state, and ZIP code.
Part I. Taxpayer Identification Number (TIN)
Enter your TIN in the appropriate box. If you are a resident alien and
you do not have and are not eligible to get an SSN, your TIN is your IRS
individual taxpayer identification number (ITIN). Enter it in the social
security number box. If you do not have an ITIN, see How to get a TIN
below.
If you are a sole proprietor and you have an EIN, you may enter either
your SSN or EIN.
If you are a single-member LLC that is disregarded as an entity
separate from its owner, enter the owner’s SSN (or EIN, if the owner has
one). Do not enter the disregarded entity’s EIN. If the LLC is classified as
a corporation or partnership, enter the entity’s EIN.
Note: See What Name and Number To Give the Requester, later, for
further clarification of name and TIN combinations.
How to get a TIN. If you do not have a TIN, apply for one immediately.
To apply for an SSN, get Form SS-5, Application for a Social Security
Card, from your local SSA office or get this form online at
www.SSA.gov. You may also get this form by calling 1-800-772-1213.
Use Form W-7, Application for IRS Individual Taxpayer Identification
Number, to apply for an ITIN, or Form SS-4, Application for Employer
Identification Number, to apply for an EIN. You can apply for an EIN
online by accessing the IRS website at www.irs.gov/Businesses and
clicking on Employer Identification Number (EIN) under Starting a
Business. Go to www.irs.gov/Forms to view, download, or print Form
W-7 and/or Form SS-4. Or, you can go to www.irs.gov/OrderForms to
place an order and have Form W-7 and/or SS-4 mailed to you within 10
business days.
If you are asked to complete Form W-9 but do not have a TIN, apply
for a TIN and write “Applied For” in the space for the TIN, sign and date
the form, and give it to the requester. For interest and dividend
payments, and certain payments made with respect to readily tradable
instruments, generally you will have 60 days to get a TIN and give it to
the requester before you are subject to backup withholding on
payments. The 60-day rule does not apply to other types of payments.
You will be subject to backup withholding on all such payments until
you provide your TIN to the requester.
Note: Entering “Applied For” means that you have already applied for a
TIN or that you intend to apply for one soon.
Caution: A disregarded U.S. entity that has a foreign owner must use
the appropriate Form W-8.
Part II. Certification
To establish to the withholding agent that you are a U.S. person, or
resident alien, sign Form W-9. You may be requested to sign by the
withholding agent even if item 1, 4, or 5 below indicates otherwise.
For a joint account, only the person whose TIN is shown in Part I
should sign (when required). In the case of a disregarded entity, the
person identified on line 1 must sign. Exempt payees, see Exempt payee
code, earlier.
Signature requirements. Complete the certification as indicated in
items 1 through 5 below.
Form W-9 (Rev. 10-2018)Page 5
1. Interest, dividend, and barter exchange accounts opened
before 1984 and broker accounts considered active during 1983.
You must give your correct TIN, but you do not have to sign the
certification.
2. Interest, dividend, broker, and barter exchange accounts
opened after 1983 and broker accounts considered inactive during
1983. You must sign the certification or backup withholding will apply. If
you are subject to backup withholding and you are merely providing
your correct TIN to the requester, you must cross out item 2 in the
certification before signing the form.
3. Real estate transactions. You must sign the certification. You may
cross out item 2 of the certification.
4. Other payments. You must give your correct TIN, but you do not
have to sign the certification unless you have been notified that you
have previously given an incorrect TIN. “Other payments” include
payments made in the course of the requester’s trade or business for
rents, royalties, goods (other than bills for merchandise), medical and
health care services (including payments to corporations), payments to
a nonemployee for services, payments made in settlement of payment
card and third party network transactions, payments to certain fishing
boat crew members and fishermen, and gross proceeds paid to
attorneys (including payments to corporations).
5. Mortgage interest paid by you, acquisition or abandonment of
secured property, cancellation of debt, qualified tuition program
payments (under section 529), ABLE accounts (under section 529A),
IRA, Coverdell ESA, Archer MSA or HSA contributions or
distributions, and pension distributions. You must give your correct
TIN, but you do not have to sign the certification.
What Name and Number To Give the Requester
For this type of account:Give name and SSN of:
1. Individual The individual
2. Two or more individuals (joint
account) other than an account
maintained by an FFI
The actual owner of the account or, if
combined funds, the first individual on
the account1
3. Two or more U.S. persons
(joint account maintained by an FFI)
Each holder of the account
4. Custodial account of a minor
(Uniform Gift to Minors Act)
The minor2
5. a. The usual revocable savings trust
(grantor is also trustee)
b. So-called trust account that is not
a legal or valid trust under state law
The grantor-trustee1
The actual owner1
6. Sole proprietorship or disregarded
entity owned by an individual
The owner3
7. Grantor trust filing under Optional
Form 1099 Filing Method 1 (see
Regulations section 1.671-4(b)(2)(i)
(A))
The grantor*
For this type of account:Give name and EIN of:
8. Disregarded entity not owned by an
individual
The owner
9. A valid trust, estate, or pension trust Legal entity4
10. Corporation or LLC electing
corporate status on Form 8832 or
Form 2553
The corporation
11. Association, club, religious,
charitable, educational, or other tax-
exempt organization
The organization
12. Partnership or multi-member LLC The partnership
13. A broker or registered nominee The broker or nominee
For this type of account:Give name and EIN of:
14. Account with the Department of
Agriculture in the name of a public
entity (such as a state or local
government, school district, or
prison) that receives agricultural
program payments
The public entity
15. Grantor trust filing under the Form
1041 Filing Method or the Optional
Form 1099 Filing Method 2 (see
Regulations section 1.671-4(b)(2)(i)(B))
The trust
1 List first and circle the name of the person whose number you furnish.
If only one person on a joint account has an SSN, that person’s number
must be furnished.
2 Circle the minor’s name and furnish the minor’s SSN.
3 You must show your individual name and you may also enter your
business or DBA name on the “Business name/disregarded entity”
name line. You may use either your SSN or EIN (if you have one), but the
IRS encourages you to use your SSN.
4 List first and circle the name of the trust, estate, or pension trust. (Do
not furnish the TIN of the personal representative or trustee unless the
legal entity itself is not designated in the account title.) Also see Special
rules for partnerships, earlier.
*Note: The grantor also must provide a Form W-9 to trustee of trust.
Note: If no name is circled when more than one name is listed, the
number will be considered to be that of the first name listed.
Secure Your Tax Records From Identity Theft
Identity theft occurs when someone uses your personal information
such as your name, SSN, or other identifying information, without your
permission, to commit fraud or other crimes. An identity thief may use
your SSN to get a job or may file a tax return using your SSN to receive
a refund.
To reduce your risk:
• Protect your SSN,
• Ensure your employer is protecting your SSN, and
• Be careful when choosing a tax preparer.
If your tax records are affected by identity theft and you receive a
notice from the IRS, respond right away to the name and phone number
printed on the IRS notice or letter.
If your tax records are not currently affected by identity theft but you
think you are at risk due to a lost or stolen purse or wallet, questionable
credit card activity or credit report, contact the IRS Identity Theft Hotline
at 1-800-908-4490 or submit Form 14039.
For more information, see Pub. 5027, Identity Theft Information for
Taxpayers.
Victims of identity theft who are experiencing economic harm or a
systemic problem, or are seeking help in resolving tax problems that
have not been resolved through normal channels, may be eligible for
Taxpayer Advocate Service (TAS) assistance. You can reach TAS by
calling the TAS toll-free case intake line at 1-877-777-4778 or TTY/TDD
1-800-829-4059.
Protect yourself from suspicious emails or phishing schemes.
Phishing is the creation and use of email and websites designed to
mimic legitimate business emails and websites. The most common act
is sending an email to a user falsely claiming to be an established
legitimate enterprise in an attempt to scam the user into surrendering
private information that will be used for identity theft.
Form W-9 (Rev. 10-2018)Page 6
The IRS does not initiate contacts with taxpayers via emails. Also, the
IRS does not request personal detailed information through email or ask
taxpayers for the PIN numbers, passwords, or similar secret access
information for their credit card, bank, or other financial accounts.
If you receive an unsolicited email claiming to be from the IRS,
forward this message to phishing@irs.gov. You may also report misuse
of the IRS name, logo, or other IRS property to the Treasury Inspector
General for Tax Administration (TIGTA) at 1-800-366-4484. You can
forward suspicious emails to the Federal Trade Commission at
spam@uce.gov or report them at www.ftc.gov/complaint. You can
contact the FTC at www.ftc.gov/idtheft or 877-IDTHEFT (877-438-4338).
If you have been the victim of identity theft, see www.IdentityTheft.gov
and Pub. 5027.
Visit www.irs.gov/IdentityTheft to learn more about identity theft and
how to reduce your risk.
Privacy Act Notice
Section 6109 of the Internal Revenue Code requires you to provide your
correct TIN to persons (including federal agencies) who are required to
file information returns with the IRS to report interest, dividends, or
certain other income paid to you; mortgage interest you paid; the
acquisition or abandonment of secured property; the cancellation of
debt; or contributions you made to an IRA, Archer MSA, or HSA. The
person collecting this form uses the information on the form to file
information returns with the IRS, reporting the above information.
Routine uses of this information include giving it to the Department of
Justice for civil and criminal litigation and to cities, states, the District of
Columbia, and U.S. commonwealths and possessions for use in
administering their laws. The information also may be disclosed to other
countries under a treaty, to federal and state agencies to enforce civil
and criminal laws, or to federal law enforcement and intelligence
agencies to combat terrorism. You must provide your TIN whether or
not you are required to file a tax return. Under section 3406, payers
must generally withhold a percentage of taxable interest, dividend, and
certain other payments to a payee who does not give a TIN to the payer.
Certain penalties may also apply for providing false or fraudulent
information.
GRANT RECOMMENDATION FORM
General Applicant Information
Applicant Organization:
No. of Board Members:
Year Founded:Type of Organization:
Amount Requested:Recommended Amount:
Annual Budget:
Brief Narrative description of the organization
Organizational strengths:
Type of support
requested:
___ General Operating
___ Project/Program
First Time Applicant
Returning Grantee
Prev. Award amount:
Human Services Association
Health & Human Services 1940
$22,307,349 9
$60,000 $25,000
✔
✔
Proven management success with over 15 years of operation in Southeastern LA cities and
neighborhoods
Proven track record of developing and implementing a broad range of culturally-competent
services
Successful, long-term relationships with service providers, operators and agencies in Southeast
Los Angeles
Founded in 1940, Human Services Association (HSA) is one of the largest multiservice
nonprofit organizations in Southeast Los Angeles. Its Board of Directors oversee a $22M annual
budget; Over 50% of their revenue is for early childhood education programs and services for
seniors.
HSA operates in service of providing families with comprehensive care to promote wellness and
build strong communities by focusing on four core areas: Early Childhood Education and Family,
Community and Senior Services.
$30,000 - FY2018-2019
6WDႇ$QDO\VLV
3URSRVDO'HWDLOV
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___ Audit/IRS Form 990 (dated: _____ / ____ / _____ )
___ Organizational Budget
How does the proposal align with the goals of the Fund?
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governmental landscape:
Description of the proposal to which funds would apply
LIQRSDUWLFXODUSURMHFWLVVSHFL¿HGSOHDVHQRWH*HQHUDO2SHUDWLQJ6XSSRUWLQWKLVDUHD
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Age Range:
Gender:
Race/Ethnicity:
Economic Status:
Family Type:
Military Status:
Sexual Orientation:
Other (specify):
___ Proposal Budget
Are there any activites planned to acknowledge VCF as a funder of this project/program/organization?
all n/a
all n/a
all all
low-income n/a
In service to its broad support services, including housing assistance, violence prevention classes and crisis
intervention, HSA seeks funding to hire a new case manager who would assist with a recent influx of new cases.
This programs for which the case manager would work address the unique circumstances surrounding how
domestic violence and its consequences are further complicated by current CDC guidelines around social
distancing and home quarantine.
Services are focused in the areas of Bell, Commerce, Huntington Park, Maywood and Vernon.
Average cost per family
$1115 to provide range
of services
Housing, food security, mental health
and coping support received by 20000
individuals is powerful cost benefit ratio.
✔✔6 30 2019
✔
The proposal aligns most closely with the VCF goals of encouraging positive social development in
Vernon and neighboring communities, as well as the promotion of positive social development of
children, youth, families and senior residents in Vernon and surrounding areas.
The program additionally promotes the health, safety and welfare of persons residing or working within
the designated geographic areas.
HSA intends to recognize contributions from VCF on its social media channels and its website blog.
Additionally, announcements would be made in its newsletters to its program participants.
Fran Jemmott
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1 | Page
LEADERSHIP TEAM
Chief Executive Officer, Leticia Chacon, LCSW
Ms. Chacon is the Chief Executive Officer of Human Services Association. She graduated from UCLA with a Master
of Social Welfare in 1974 and received her License in Clinical Social Work in 1979, giving her over 40 years of
experience working in the field of social work. Ms. Chacon previously served as Director of Social Services in the
Los Angeles County Health Department, Maternity and Infant Project as well as Family Preservation Director, at
Human Services Association, prior to her role as CEO. She brought her expertise and knowledge implementing
program procedures, hired and trained bilingual/bicultural, professional /paraprofessional staff in an effort to
insure that children were safe and families were achieving the goals set for them.
Chief Operating Officer/Chief Financial Officer Ricardo Mota, CPA
Mr. Mota is a Certified Public Accountant (CPA) with over 25 ye ars of experience in the nonprofit sector. Mr. Mota
began employment at Human Services Association in February 1994 and was appointed Chief Financial Officer of
Human Services Association in July 2011. In September 2016, he was promoted to Chief Operating Officer to
oversee the daily business operations of the organization. Under Mr. Mota’s leadership and direction,
organizational reserves have increased from $20,000 to over $5 million and has strengthen the overall financial
health of Human Services Association.
Senior Services Director, Darren Dunaway
Mr. Dunaway has been the Senior Services Director at Human Services Association (HSA) since 1994. As Senior
Services Director, he oversees all senior services programs. Currently HSA provides a range of senior services
including, congregate meals (1500/day @ 17 sites in 10 cities), home delivered meals (1200/day), Alzheimer’s day
care resource center (ADCRC), home based care, family caregiver programs (IIIE), multipurpose senior services
program (MSSP), care management (IIIB) (CSBG), and Linkages (District 1). Mr. Dunaway maintains all
governmental relationships and department grants and manages long term funding strategies at HSA. Currently
HSA senior services department manages funding from 18 funding sources. Darren oversees over 50 employees
who are all dedicated to providing top quality care in order to keep seniors safely at home for as long as possible.
“Pasitos” Early Childhood Education Director, Dr. Rosie Ramos, MSW, Ed.D
Dr. Ramos has served as HSA's Director of the “Pasitos” Early Childhood Education Program for more than 15
years. She received a Master’s Degree in Social Work from USC. Rosie has worked with the National Latina Health
Network over the years as a resident Theatrical Educational Writer/Director. As Director of the “Pasitos” Program,
she is responsible for more than half of HSA employees and manages four major early education programs. Ms.
Ramos received her Doctorate in Educational Leadership in May 2018.
2 | Page
LEADERSHIP TEAM
Family & Community Services Director, Celia Marquez, LCSW
Ms. Marquez is a licensed clinical social worker with over 18 years of experience working with families and children
in the non-profit sector in both the Los Angeles and Orange County area. Ms. Marquez began employment at
Human Services Association in 2001 as a Program Manager and in 2013, was promoted to Director of Family
Services.
Information Technology Director, Manuel Maiztegui
Manuel Maiztegui has been in charge of the IT Department at Human Services Association (HSA) since 2004.
Manuel has overseen the transformation of technology at HSA from a simple network with a few computers in
2004 to an advanced MPLS network using fiber optics connections and the latest networking equipment in order
to connect multiple facilities together. In July of 2017, HSA network migrated from an MPLS network with Verizon
Business to an EVPL Fiber Optics network with Frontier. The new network is approximately 10 times faster and
represents the single largest network project in HSA’s history.
Human Resources Director, Josephine Williams
Josephine Williams has been the Human Resources Director at Human Services Association (HSA) since 2019. As
a strategic senior-level HR leader, Ms. Williams has a proven ability to translate business objectives into HR
initiatives that drive the business forward and support employee engagement. She has developed expertise in
employee relations, compensation, performance management, organizational transitions, leadership
development, and talent acquisition. Ms. Williams has been an HR leader at Fortune 500 and world-renowned
companies, including Nestle USA and the Los Angeles Times. She is a graduate of the Cal State Long Beach Master
of Business Administration program with an emphasis in Human Resource Management, and received her
Bachelor of Science degree from Fordham University with an emphasis on Marketing.
REVENUES:
Contributions and unrestricted 160,000$
Program Income 1,011,386
L.A. County/State of CA/Federal/Cities 20,840,051
Meal Income 275,912
Investment Income 20,000
TOTAL REVENUES 22,307,349
EXPENDITURES:
Salaries and payroll benefits 13,825,878$
Service contract and consultants 446,566
Office supplies, postage and maintenance 488,644
Utilities and telephone 248,632
Liability insurance 108,278
Program events and supplies 901,729
Catered food and food supplies 3,785,870
Transportation costs 246,563
Purchase of services 250,375
Rent Expense 886,080
Other Costs/miscellaneous 735,640
Staff Training/Development 163,094
TOTAL EXPENDITURES 22,087,349
EXCESS OF REVENUE 220,000$
HUMAN SERVICES ASSOCIATION
OPERATING BUDGET
FISCAL YEAR 2020/2021
1 | Page
BOARD OF DIRECTORS
Cesar Zaldivar-Motts, Board Chair
Cesar Zaldivar-Motts is the Director of Operations at Southeast Community Development Corporation. Mr.
Zaldivar-Motts currently serves as Chair of the Board of Directors at Human Services Association. He also serves
on the Boards of the Southeast Rio Vista YMCA, Southeast Salvation Army, Rio Hondo Boys and Girls Club, and
the Huntington Park Police Activity League. He graduated from the University of Missouri, Kansas City with a
Masters of Public Administration and has 15 years of non-profit management experience.
Robert Perez, Board Treasurer
Robert Perez is the Senior Grants Manager at AltaMed who currently serves as Treasurer of the Board at Human
Services Association. Mr. Perez is a former Accounting Manager at Human Services Association and has served
on the Board since April 2018. More notably, Mr. Perez is a veteran of the United States Marine Corps.
Olga Sarabia, Board Secretary
Olga Sarabia is a retired licensed clinical social worker who currently serves as Secretary of the Board at Human
Services Association. Mrs. Sarabia holds a Master’s degree in Social Work from the Loyola University School of
Social Work in Chicago. She retired after a wonderful 34-year career that she considered a ministry. That
included community-organizing work in a housing project in East Los Angeles, CA and Medical Social Work in
Public Health as well as in County Hospitals. Mrs. Sarabia has been Chair of the Arts & Culture Committee in
Alhambra; Chair of the Eastern Los Angeles Regional Center. Currently she is serving on the National Board of
the National Association of Social Workers and the Los Angeles County
Commission on Older Adults.
Ronald V. Garcia, Past Board Chair
Ronald V. Garcia worked for Southern California Edison for over 44 years and retired as a Regional Public Affairs
Manager. Mr. Garcia has served on countless boards and committees within the Los Angeles area. He continues
to be active in civic, social, service, and youth activities.
President Ronald Reagan appointed Mr. Garcia to the City of Ventura Selective Service Draft Board #83. He is a
veteran having served in the United States Marine Corps.
Mr. Garcia has served on the Human Services Association Board of Directors since February 1991.
2 | Page
BOARD OF DIRECTORS
Nancy Sariñana, Attorney & Early Education Specialist
Nancy Sariñana is an attorney at Children’s Law Center of California (CLCCA), which represents children under
the jurisdiction of the Los Angeles County Dependency Courts. At CLCCA Nancy has been a voice and an
advocate for children affected by abuse and neglect. Mrs. Sariñana served on the Human Services Board from
2003 to 2017 and was again installed in June 2018.
Elizabeth Rodarte, Early Education Specialist
Elizabeth Rodarte is the Director of Special Education at Montebello Unified School District. Ms. Rodarte has
served on the Human Services Association Board of Directors since September 2018.
Brenda Ortega, Parent Policy Council Liaison
Brenda Ortega is the Parent Policy Council Liaison. Ms. Ortega has served on the Human Services Association
Board of Directors since February 2015.
Connie Arellano
Connie Arellano is a Psychologist and ERICS Specialist at Montebello Unified School District. Ms. Arellano has
served on the Human Services Association Board of Directors since April 2018.
Dhyanesh Bhatt
Dhyanesh Bhatt is the Managing Partner at Bhatt and Associates. Mr. Bhatt has served on the Human Services
Association Board of Directors since March 2020.
PASADENA
234 E Colorado Blvd
Suite M150
Pasadena, CA 91101
p: 626.403.6801
OAKLAND
1901 Harrison Street
Suite 1150
Oakland, CA 94612
p: 510.379.1182
A Trusted Nonprofit Partner
www.npocpas.com
Main Fax: 626.403.6866
HUMAN SERVICES ASSOCIATION
AND SUBSIDIARY
CONSOLIDATED FINANCIAL STATEMENTS
and
SUPPLEMENTARY INFORMATION
JUNE 30, 2019
C O N T E N T S
Independent Auditors’ Report 1-2
Consolidated Statement of Financial Position 3
Consolidated Statement of Activities 4
Consolidated Statement of Functional Expenses 5
Consolidated Statement of Cash Flows 6
Notes to Consolidated Financial Statements 7-15
Supplementary Information:
Consolidating Statement of Financial Position 16
Consolidating Statement of Activities 17
PASADENA
234 E Colorado Blvd
Suite M150
Pasadena, CA 91101
p: 626.403.6801
OAKLAND
1901 Harrison Street
Suite 1150
Oakland, CA 94612
p: 510.379.1182
A Trusted Nonprofit Partner
www.npocpas.com
Main Fax: 626.403.6866
INDEPENDENT AUDITORS’ REPORT
To the Board of Directors
Human Services Association and Subsidiary
Report on the Consolidated Financial Statements
We have audited the accompanying consolidated financial statements of Human Services Association (a
nonprofit organization) and Subsidiary, which comprise the Consolidated Statement of Financial Position as
of June 30, 2019, and the related Consolidated Statements of Activities, Functional Expenses, and Cash
Flows for the year then ended, and the related notes to the consolidated financial statements.
Management’s Responsibility for the Consolidated Financial Statements
Management is responsible for the preparation and fair presentation of these consolidated financial
statements in accordance with accounting principles generally accepted in the United States of America; this
includes the design, implementation, and maintenance of internal control relevant to the preparation and fair
presentation of consolidated financial statements that are free from material misstatement, whether due to
fraud or error.
Auditors’ Responsibility
Our responsibility is to express an opinion on these consolidated financial statements based on our audit. We
conducted our audit in accordance with auditing standards generally accepted in the United States of America
and the standards applicable to financial audits contained in Government Auditing Standards, issued by the
Comptroller General of the United States. Those standards require that we plan and perform the audit to
obtain reasonable assurance about whether the consolidated financial statements are free from material
misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the
consolidated financial statements. The procedures selected depend on the auditors’ judgment, including the
assessment of the risks of material misstatement of the consolidated financial statements, whether due to
fraud or error. In making those risk assessments, the auditor considers internal controls relevant to the
entity’s preparation and fair presentation of the consolidated financial statements in order to design audit
procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the entity’s internal control. Accordingly, we express no such opinion. An audit also includes
evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting
estimates made by management, as well as evaluating the overall presentation of the consolidated financial
statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
audit opinion.
Opinion
In our opinion, the consolidated financial statements referred to above present fairly, in all material respects,
the financial position of Human Services Association and Subsidiary as of June 30, 2019, and the changes in
its net assets and its consolidated cash flows for the year then ended in accordance with accounting principles
generally accepted in the United States of America.
INDEPENDENT AUDITORS’ REPORT
continued
Other Matters
Report on Supplementary Information
Our audit was conducted for the purpose of forming an opinion on the financial statements as a whole. The
Consolidating Statement of Financial Position and Consolidating Statement of Activities are presented for
purposes of additional analysis and is not a required part of the consolidated financial statements. Such
information is the responsibility of management and was derived from and relates directly to the underlying
accounting and other records used to prepare the consolidated financial statements. The information has
been subjected to the auditing procedures applied in the audit of the consolidated financial statements and
certain additional procedures, including comparing and reconciling such information directly to the
underlying accounting and other records used to prepare the consolidated financial statements or to the
consolidated financial statements themselves, and other additional procedures in accordance with auditing
standards generally accepted in the United States of America. In our opinion, the information is fairly stated
in all material respects in relation to the consolidated financial statements as a whole.
Report on Summarized Comparative Information
We have previously audited Human Services Association and Subsidiary’s 2018 consolidated financial
statements, and we expressed an unmodified audit opinion on those audited consolidated financial statements
in our report dated November 13, 2018. In our opinion, the summarized comparative information presented
herein as of and for the year ended June 30, 2018, is consistent, in all material respects, with the audited
consolidated financial statements from which it has been derived.
Other Reporting Required by Government Auditing Standards
In accordance with Government Auditing Standards, we have also issued our report dated November 12, 2019,
on our consideration of Human Services Association and Subsidiary’s internal control over financial reporting
and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant
agreements, and other matters. The purpose of that report is solely to describe the scope of our testing of
internal control over financial reporting and compliance and the results of that testing, and not to provide an
opinion on the effectiveness of Human Services Association and Subsidiary’s internal control over financial
reporting or on compliance. That report is an integral part of an audit performed in accordance with
Government Auditing Standards in considering Human Services Association and Subsidiary’s internal control
over financial reporting and compliance.
Pasadena, California
November 12, 2019
Harrington Group
Without Donor With Donor
Restrictions Restrictions 2019 2018
ASSETS
Cash and cash equivalents 2,578,498$ 440,000$ 3,018,498$ 2,244,695$
Accounts receivable 1,686,408 1,686,408 1,706,159
Prepaid expenses and deposits 38,149 38,149 36,624
Investments (Note 4) 1,256,320 1,256,320 1,138,369
457(b) deferred compensation plan (Note 13) 802,474 802,474 724,354
Property and equipment (Note 6) 2,067,547 2,067,547 2,096,275
TOTAL ASSETS 8,429,396$ 440,000$ 8,869,396$ 7,946,476$
LIABILITIES AND NET ASSETS
LIABILITIES
Accounts payable 60,704$ -$ 60,704$ 67,111$
Accrued payroll 159,786 159,786 138,107
Accrued personal time off (Note 7) 314,160 314,160 279,296
Accrued taxes and insurance 132,854 132,854 105,783
Grants payable 34,615 34,615 33,020
Government owned assets (Note 6) 79,230 79,230 79,230
457(b) deferred compensation plan (Note 13) 802,474 802,474 724,354
Note payable (Note 9) 696,209 696,209 715,495
TOTAL LIABILITIES 2,280,032 - 2,280,032 2,142,396
NET ASSETS
Without donor restrictions (Note 2) 6,149,364 6,149,364 5,753,580
With donor restrictions (Note 11) 440,000 440,000 50,500
TOTAL NET ASSETS 6,149,364 440,000 6,589,364 5,804,080
TOTAL LIABILITIES AND NET ASSETS 8,429,396$ 440,000$ 8,869,396$ 7,946,476$
3
The accompanying notes are an integral part of these consolidated financial statements.
HUMAN SERVICES ASSOCIATION
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
June 30, 2019
With comparative totals at June 30, 2018
AND SUBSIDIARY
Without Donor With Donor
Restrictions Restrictions 2019 2018
REVENUE AND SUPPORT
Fees and contracts from government agencies (Note 12) 19,651,792$ 440,000$ 20,091,792$ 18,230,399$
Donated goods and services (Note 2) 3,997,448 3,997,448 4,647,954
Investment income 152,281 152,281 157,898
Other income 147,337 147,337 147,118
Contributions 72,999 72,999 145,158
Rent income 20,000 20,000 60,000
Net assets released from restrictions (Note 11) 50,500 (50,500) - -
TOTAL REVENUE AND SUPPORT 24,092,357 389,500 24,481,857 23,388,527
EXPENSES
Program services 21,925,068 21,925,068 21,197,735
Management and general 1,739,708 1,739,708 1,681,574
Fundraising 31,797 31,797 54,087
TOTAL EXPENSES 23,696,573 - 23,696,573 22,933,396
CHANGE IN NET ASSETS 395,784 389,500 785,284 455,131
NET ASSETS, BEGINNING OF YEAR 5,753,580 50,500 5,804,080 5,348,949
NET ASSETS, END OF YEAR 6,149,364$ 440,000$ 6,589,364$ 5,804,080$
The accompanying notes are an integral part of these consolidated financial statements.
4
HUMAN SERVICES ASSOCIATION
CONSOLIDATED STATEMENT OF ACTIVITIES
For the year ended June 30, 2019
With comparative totals for the year ended June 30, 2018
AND SUBSIDIARY
Early Senior Family Total ManagementEducation Services Services Program Services and General Fundraising 20192018Salaries 4,185,737$ 2,821,360$ 1,622,159$ 8,629,256$ 777,932$ -$ 9,407,188$ 8,770,451$ Employee benefits 1,164,723 707,037 373,250 2,245,010 197,618 - 2,442,628 2,273,276Total personnel costs 5,350,460 3,528,397 1,995,409 10,874,266 975,550 - 11,849,81611,043,727Donated goods and services 988,983 2,909,845 98,621 3,997,449 - - 3,997,449 4,647,954Client food 312,629 3,035,664 - 3,348,293 2,105 - 3,350,398 3,217,260Occupancy 658,735 30,011 3,860 692,606 47,080 - 739,686 752,319Consultants and subcontractors 500,599 - 2,500 503,099 135,489 - 638,588 615,771Program supplies 412,281 66,638 64,162 543,081 27,377 - 570,458 543,884Office expenses 295,838 48,454 41,675 385,967 75,053 - 461,020 310,510Travel and meetings 168,486 38,721 93,381 300,588 50,438 - 351,026 311,460Repair and maintenance 226,211 29,881 2,187 258,279 88,493 - 346,772 356,094Purchase of services and discretionary funds - 128,821 140,622 269,443 44 - 269,487 159,947Vehicles - 226,556 - 226,556 17,411 - 243,967 234,034Miscellaneous expenses 17,795 9,088 4,414 31,297 126,041 - 157,338 130,034Printing 139,250 6,647 2,228 148,125 7,871 - 155,996 66,861Insurance 13,964 11,308 - 25,272 77,828 - 103,100 105,141Telephone 62,623 16,842 6,997 86,462 15,388 - 101,850 104,058Utilities 43,505 16,335 18,537 78,377 12,426 - 90,803 95,295Equipment - 49,340 27,448 76,788 4,283 - 81,071 56,279Depreciation expenses - 45,314 - 45,314 30,750 - 76,064 38,224 Professional fees 15,000 10,265 8,541 33,806 17,355 - 51,161 61,196Public relations and marketing - - - - - 31,797 31,797 305 Interest expenses - - - - 28,726 - 28,726 29,261 Agency meetings - - - - - - - 53,782TOTAL 2019 FUNCTIONAL EXPENSES 9,206,359$ 10,208,127$ 2,510,582$ 21,925,068$ 1,739,708$ 31,797$ 23,696,573$ TOTAL 2018 FUNCTIONAL EXPENSES 9,384,946$ 9,643,511$ 2,169,278$ 21,197,735$ 1,681,574$ 54,087$ 22,933,396$ 5The accompanying notes are an integral part of these consolidated financial statements.With comparative totals for the year ended June 30, 2018HUMAN SERVICES ASSOCIATIONCONSOLIDATED STATEMENT OF FUNCTIONAL EXPENSESFor the year ended June 30, 2019Total ExpensesProgram ServicesAND SUBSIDIARY
2019 2018
CASH FLOWS FROM (TO) OPERATING:
Change in net assets 785,284$ 455,131$
Adjustments to reconcile change in net assets to net cash
provided (used) by operating activities:
Depreciation 76,064 38,224
(Gain) on investments (117,951) (141,402)
Increase (decrease) in operating assets:
Accounts receivable 19,751 (527,346)
Prepaid expenses (1,525) 80,496
Increase (decrease) in operating liabilities:
Accounts payable (6,407) 12,726
Accrued payroll 21,679 19,431
Accrued personal time off 34,864 (20,277)
Accrued taxes and insurance 27,071 21,141
Grants payable 1,595 11,332
NET CASH PROVIDED (USED) BY OPERATING ACTIVITIES 840,425 (50,544)
CASH FLOWS (TO) FROM INVESTING ACTIVITIES:
Purchase of property and equipment (47,336) (182,181)
NET CASH (USED) BY INVESTING ACTIVITIES (47,336) (182,181)
CASH FLOWS (TO) FINANCING ACTIVITIES:
Principal payments on note payable (19,286) (19,562)
NET CASH (USED) BY FINANCING ACTIVITIES (19,286) (19,562)
NET INCREASE (DECREASE) IN CASH 773,803 (252,287)
CASH AND CASH EQUIVALENTS, BEGINNING OF YEAR 2,244,695 2,496,982
CASH AND CASH EQUIVALENTS, END OF YEAR 3,018,498$ 2,244,695$
SUPPLEMENTAL DISCLOSURES:
Investing and financing activity:
Operating activities reflects interest paid of:28,726$ 29,261$
The accompanying notes are an integral part of these consolidated financial statements.
6
HUMAN SERVICES ASSOCIATION
CONSOLIDATED STATEMENT OF CASH FLOWS
For the year ended June 30, 2019
With comparative totals for the year ended June 30, 2018
AND SUBSIDIARY
HUMAN SERVICES ASSOCIATION AND SUBSIDIARY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
continued
7
1. Organization
The principal mission of Human Services Association and Subsidiary is to provide families with
compassionate and comprehensive care to promote wellness and build strong communities. Our
vision is that families are safe, healthy, happy, and thriving in their communities.
The consolidated financial statements are presented on an activity level basis. The general activity
includes the administration and program services segments. The Block Grants activity includes
support services for low-income senior citizens, outreach, advocacy, and counseling. The cities
activity includes home delivered meals, congregate meals, and senior services. The Senior Services
activity includes senior congregate meals, senior home delivered meals, care management services,
including Alzheimer's day care resource center, homemaking, registry, and telephone reassurance.
The Family Services activity includes outreach, case management and counseling for families and
their children. The Early Education Services activity includes Head Start, Early Head Start, LAUP,
Child and Adult Care Food Program and State Preschool.
Pasitos, Limited Liability Corporation
In May of 2017, Pasitos, LLC (“Pasitos”) was formed for the purposes of receiving and managing,
for charitable purposes properties to support Human Services Association. Human Services
Association is Pasitos’ sole member.
2. Summary of Significant Accounting Policies
A summary of the significant accounting policies applied in the preparation of the accompanying
consolidated financial statements is as follows:
Principles of Consolidation
The consolidated financial statements include the accounts of Human Services Association and
Subsidiary. The subsidiary is consolidated, since Human Services Association has both an economic
interest and control of the governing board. The two organizations together are collectively referred
to as Human Services Association and Subsidiary (“HSA”).
Basis of Presentation
The accompanying consolidated financial statements have been prepared on the accrual basis of
accounting.
Net Assets
Net assets, revenues, gains, and losses are classified based on the existence or absence of donor or
grantor-imposed restrictions. Accordingly, net assets and changes therein are classified and reported
as follows:
HUMAN SERVICES ASSOCIATION AND SUBSIDIARY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
continued
8
2. Summary of Significant Accounting Policies, continued
Without Donor Restrictions. Net assets available for use in general operations and not subject
to donor (or certain grantor) restrictions. The governing board has designated, from net assets
without donor restrictions, net assets for an operating reserve.
With Donor Restrictions. Net assets subject to donor- (or certain grantor-) imposed
restrictions. Some donor-imposed restrictions are temporary in nature, such as those that will be
met by the passage of time or other events specified by the donor. Other donor-imposed
restrictions are perpetual in nature, where the donor stipulates that resources be maintained in
perpetuity. Donor-imposed restrictions are released when a restriction expires, that is, when the
stipulated time has elapsed, when the stipulated purpose for which the resource was restricted
has been fulfilled, or both.
Cash and Cash Equivalents
HSA has defined cash and cash equivalents as highly-liquid investments with maturities of three
months or less when purchased, and not held for investment purposes.
Accounts Receivable
Accounts receivable are mainly receivables from governmental agencies. Therefore, no allowance for
doubtful accounts has been provided.
Investments
HSA values its investments at fair value based on quoted market price. Realized and unrealized gains
and losses are reflected in the Consolidated Statement of Activities. Investment income and gains and
losses on investments are reported as increases or decreases in unrestricted net assets unless their use
is restricted by explicit donor stipulation.
Concentration of Credit Risks
HSA places its temporary cash investments with high-credit, quality financial institutions. At times,
such investments may be in excess of the Federal Deposit Insurance Corporation (“FDIC”)
insurance limit. HSA has not incurred losses related to these investments.
The primary receivable balance outstanding at June 30, 2019 consists of government contract
receivables due from county, state, and federal granting agencies. Concentration of credit risks with
respect to trade receivables are limited, as the majority of HSA’s receivables consist of earned fees
from contract programs granted by governmental agencies.
HUMAN SERVICES ASSOCIATION AND SUBSIDIARY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
continued
9
2. Summary of Significant Accounting Policies, continued
Approximately 25% and 28% of total revenue and support generated by HSA during the year ended
June 30, 2019 were derived from the Head Start program and Senior Services, respectively.
Property and Equipment
Property and equipment are recorded at cost if purchased or at fair value at the date of donation if
donated. Depreciation is computed on the straight-line basis over the estimated useful lives of the
related assets. Maintenance and repair costs are charged to expense as incurred. Property and
equipment are capitalized if the cost of an asset is greater than or equal to five thousand dollars and
the useful life is greater than one year.
HSA receives vehicles purchased by the County of Los Angeles for use by the organization. The
contracts state that the vehicles be recorded separately in the consolidated statement of financial
position in the assets section, as well as a corresponding entry in the liabilities section. The vehicles
are property of the County of Los Angeles and are to be returned at a later date per provisions of the
contracts.
Donated Goods and Services
Contributions of donated non-cash assets are measured on a non-recurring basis and recorded at fair
value in the period received. Contributions of donated services that create or enhance non-financial
assets or that require specialized skills, are provided by individuals possessing those skills, and would
typically need to be purchased if not provided by donation, are recorded at fair value in the period
received. For the year ended June 30, 2019, HSA received $2,279,996, $1,478,001, and $239,451 of
donated services, rent, and goods, respectively, that satisfy the criteria for recognition.
Fair Value Measurements
Generally accepted accounting principles provide guidance on how fair value should be determined
when consolidated financial statement elements are required to be measured at fair value. Valuation
techniques are ranked in three levels depending on the degree of objectivity of the inputs used with
each level:
Level 1 inputs - quoted prices in active markets for identical assets
Level 2 inputs - quoted prices in active or inactive markets for the same or similar assets
Level 3 inputs - estimates using the best information available when there is little or no market
HSA is required to measure certain investments and donated goods and services at fair value. The
specific techniques used to measure fair value for these consolidated financial statement elements are
described in the notes below that relate to each element.
HUMAN SERVICES ASSOCIATION AND SUBSIDIARY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
continued
10
2. Summary of Significant Accounting Policies, continued
Income Taxes
HSA is exempt from taxation under Internal Revenue Code Section 501(c)(3) and California Revenue
and Taxation Code Section 23701d.
Generally accepted accounting principles provide accounting and disclosure guidance about positions
taken by an organization in its tax returns that might be uncertain. Management has considered its tax
positions and believes that all of the positions taken by HSA in its federal and state exempt
organization tax returns are more likely than not to be sustained upon examination. HSA’s returns
are subject to examination by federal and state taxing authorities, generally for three and four years,
respectively, after they are filed.
Pasitos, a for-profit subsidiary, accounts for income taxes in accordance with generally accepted
accounting principles. These principles require an assets and liability approach to the recognition of
deferred tax assets and liabilities for the expected future tax consequences of events that have been
included in the consolidated financial statements or tax returns. Under this method deferred tax
liabilities and assets are determined based on the difference between the consolidated financial
statements carrying amounts and the tax basis of assets and liabilities using enacted laws and rates
currently in effect. For the year ended June 30, 2019, Pasitos has not recorded any tax liability or
asset in its consolidated financial statements because the limited liability company was formed for the
purpose of receiving rental income for charitable purposes to support the mission of HSA, the LLC's
sole member. Pasitos, LLC is considered a disregarded entity for tax purposes.
Functional Allocation of Expenses
Costs of providing HSA’s programs and other activities have been presented in the Consolidated
Statement of Functional Expenses. During the year, such costs are accumulated into separate
groupings as either direct or indirect. Indirect or shared costs are allocated among program and
support services by a method that best measures the relative degree of benefit. HSA uses salaries
allocations to allocate indirect costs.
Use of Estimates
The preparation of consolidated financial statements in conformity with accounting principles
generally accepted in the United States of America requires management to make estimates and
assumptions that affect reported amounts of assets, liabilities, revenues, and expenses as of the date
and for the period presented. Actual results could differ from those estimates.
HUMAN SERVICES ASSOCIATION AND SUBSIDIARY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
continued
11
2. Summary of Significant Accounting Policies, continued
Recently Adopted Accounting Pronouncement
In August 2016, the FASB issued ASU 2016-14, Not-for-Profit Entities (Topic 958): Presentation of
Financial Statements of Not-for-Profit Entities. The ASU amends the current reporting model for
nonprofit organizations and enhances their required disclosures. The major changes include: (a)
requiring the presentation of only two classes of net assets now titled "without donor restrictions"
and "with donor restrictions", (b) modifying the presentation of underwater endowment funds and
related disclosures, (c) requiring the use of the placed-in-service approach to recognize the
expirations of restrictions on gifts used to acquire or construct long-lived assets absent explicit donor
stipulations otherwise, (d) requiring that all nonprofits present an analysis of expenses by function
and nature in either the statement of activities, a separate statement, or in the notes and disclose a
summary of the allocation methods used to allocate costs, (e) requiring the disclosure of quantitative
and qualitative information regarding liquidity and availability of resources, (f) presenting investment
return net of external and direct expenses, and (g) modifying other financial statement reporting
requirements and disclosures intended to increase the usefulness of nonprofit financial statements.
The ASU is effective for fiscal years beginning after December 15, 2017. Early adoption is permitted.
The provisions of the ASU must be applied on a retrospective basis for all years presented although
certain optional practical expedients are available for the periods prior to adoption. HSA’s
consolidated financial statements for year-ended June 30, 2019 are presented in accordance with ASU
2016-14.
Comparative Totals
The consolidated financial statements include certain prior-year summarized comparative
information in total but not by net asset class. Such information does not include sufficient detail to
constitute a presentation in conformity with accounting principles generally accepted in the United
States of America. Accordingly, such information should be read in conjunction with HSA’s
consolidated financial statements for the year ended June 30, 2018, from which the summarized
information was derived.
Subsequent Events
Management has evaluated subsequent events though November 12, 2019, the date which the
consolidated financial statements were available for issue. No events or transactions have occurred
during this period that appear to require recognition or disclosure in the consolidated financial
statements.
3. Liquidity and Availability of Resources
HSA has $5,521,226 of financial assets available within one year of the consolidated statement of
financial position date to meet cash needs for general expenditures consisting of substantially cash of
$2,578,498, accounts receivable of $1,686,408, and investments of $1,256,320. None of the financial
assets are subject to donor or other contractual restrictions that make them unavailable for general
expenditures within one year of the consolidated statement of financial position.
HUMAN SERVICES ASSOCIATION AND SUBSIDIARY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
continued
12
3. Liquidity and Availability of Resources, continued
The accounts receivable is subject to implied time restrictions but is expected to be collected within
one year. HSA has a goal to maintain financial assets, which consist of cash and short-term
investments, on hand to meet 60 days of normal operating expense, which are, on average,
approximately $1,500,000. HSA structures its financial assets to be available as its general
expenditures, liabilities and other obligations come due. In addition, as part of its liquidity
management, HSA invests cash in excess of daily requirements in short-term certificates of deposit.
As described in Note 8, HSA also has a line of credit in the amount of $1,500,000, which it could
draw upon in the event of an unanticipated liquidity need.
As of June 30, 2019, the following financial assets could readily be made available within one year of
the balance sheet date to meet general expenditures:
Financial assets at year ended June 30, 2019:
Cash and cash equivalents $2,578,498
Accounts receivable 1,686,408
Investments 1,256,320
Financial assets available to meet general expenditures within one year $5,521,226
4. Investments
Investments are stated at fair value and consist of the following at June 30, 2019:
Equity index fund $1,256,320
5. Fair Value Measurements
The table below presents assets and transactions measured at fair value on a recurring and non-
recurring basis during the year ended June 30, 2019:
Level 1 Level 2 Level 3 Total
Investments $1,256,320 $ - $ - $1,256,320
Donated services, rent,
and materials 3,997,448 3,997,448
$1,256,320 $3,997,448 $ - $5,253,768
The fair value of investments has been measured on a recurring basis using quoted prices for identical
assets in active markets (Level 1 inputs).
The fair value of donated services, rent, and materials have been measured on a non-recurring basis
using quoted prices for similar assets in inactive markets (Level 2 inputs).
HUMAN SERVICES ASSOCIATION AND SUBSIDIARY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
continued
13
6. Property and Equipment
Property and equipment at June 30, 2019 consist of the following:
Government Agency
Owned Owned Total
Building $1,230,000 $ - $1,230,000
Land 670,000 670,000
Vehicles 229,517 79,230 __308,747
2,129,517 79,230 2,208,747
Less: accumulated depreciation (141,200) (141,200)
$1,988,317 $79,230 $2,067,547
Depreciation expenses for the year ended June 30, 2019 was $76,064.
7. Accrued Personal Time Off
HSA has set-up an accrual for Personal Time Off (“PTO”). This represents the total amount due to
all employees which has been accumulated from a build-up of earned but unpaid PTO. The accrued
PTO as of June 30, 2019 is $314,160.
8. Line of Credit
HSA has a line of credit with a bank, in the amount of $1,500,000, maturity dated April 2020, with a
variable interest rate calculated at the bank’s prime rate plus 0.25%, secured by real property. There
was no outstanding amount as of June 30, 2019. $300,000 was used during the fiscal year but paid off
within a month.
9. Note Payable
HSA has a secured note payable with a bank. The note requires monthly payments of $3,984,
including interest at 3.98%, due July 2023. The outstanding balance at June 30, 2019 is $696,209.
Maturities for notes payable are as follows:
Year ending June 30,
2020 $ 19,969
2021 20,834
2022 21,690
2023 22,579
2024 611,137
Total $696,209
HUMAN SERVICES ASSOCIATION AND SUBSIDIARY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
continued
14
10. Commitments and Contingencies
Contracts
HSA’s grants and contracts are subject to inspection and audit by the appropriate governmental
funding agency. The purpose is to determine whether program funds were used in accordance with
their respective guidelines and regulations. The potential exists for disallowance of previously funded
program costs. The ultimate liability, if any, which may result from these governmental audits cannot
be reasonably estimated and, accordingly, HSA has no provisions for the possible disallowance of
program costs on its consolidated financial statements.
Obligations Under Operating Leases
HSA leases various facilities and equipment under operating leases with various terms. Future
minimum payments, by year, and in the aggregate, under these leases with initial or remaining terms
of one year or more consist of the following:
Year ending June 30,
2020 $ 618,914
2021 512,795
2022 482,725
2023 474,698
2024 234,185
$2,323,317
Rent expense under operating leases, including month-to-month and long-term leases, were $757,845
for the year ended June 30, 2019. HSA extended the term of the agreements to 2024 for five
locations for the Head Start program.
11. Net Assets with Donor Restrictions
Net assets with donor restrictions at June 30, 2019 consist of $440,000 restricted for program
purposes.
For the year ended June 30, 2019, $50,500 of net assets were released from program restrictions.
HUMAN SERVICES ASSOCIATION AND SUBSIDIARY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
15
12. Fees and Contracts from Government Agencies
Fees from government agencies for the year ended June 30, 2019 consist of the following:
Head Start $ 6,889,898
Senior Services 6,086,569
State Preschool 2,449,541
Other Programs 1,453,349
Home Visitation Programs 678,932
Cal OES 629,208
Public Health 476,815
Family Preservation 414,383
Domestic Violence 448,153
Child and Adult Care Food Program 304,738
Metropolitan Transportation Authority 155,833
Child Abuse 86,373
Child360 18,000
$20,091,792
13. Employee Benefit Plans
HSA established a 457(b) tax-deferred compensation plan, which became effective in the fiscal year
ended June 30, 2008. Participation in the plan is limited to top management and approved by the
Board of Directors. The Board of Directors also determine the corporate contribution amounts for
each of the participants. The 457(b) plan has Trust assets and liabilities of $802,474 at June 30, 2019.
Employer contributions under this plan for the year ended June 30, 2019 were $37,000.
HSA has a 401(k) plan available to all employees, and they become fully vested upon enrolling in the
401(k) plan. Employees may contribute any whole percentage of their annual compensation provided
that it does not exceed maximum amounts as permitted by law. HSA makes matching contributions
dollar to dollar up to 6% of eligible employees’ annual salaries. Employer contributions under this
plan for the year ended June 30, 2019 were $312,687.
SUPPLEMENTARY INFORMATION
Human
Services
Association Pasitos, LLC Total Eliminations Consolidated
Assets
Cash and cash equivalents 2,992,627$ 25,871$ 3,018,498$ -$ 3,018,498$
Accounts receivable 1,686,408 - 1,686,408 1,686,408
Prepaid expenses 38,149 38,149.00 38,149
Investments 1,256,320 1,256,320 1,256,320
457(b) deferred compensation plan 802,474 802,474 802,474
Property and equipment 255,959 1,811,588 2,067,547 2,067,547
Total assets 7,031,937$ 1,837,459$ 8,869,396$ -$ 8,869,396$
Liabilities and net assets
Liabilities
Accounts payable 59,472$ 1,232$ 60,704$ -$ 60,704$
Accrued payroll 159,786 159,786 159,786
Accrued personal time off 314,160 314,160 314,160
Accrued taxes and insurance 132,854 132,854 132,854
Grants payable 34,615 34,615 34,615
Government owned assets 79,230 79,230 79,230
457(b) deferred compensation plan 802,474 802,474 802,474
Note payable 696,209 696,209 696,209
Total liabilities 1,582,591 697,441 2,280,032 - 2,280,032
Net assets
Without donor restrictions 5,009,346 1,140,018 6,149,364 6,149,364
With donor restrictions 440,000 440,000 440,000
Total net assets 5,449,346 1,140,018 6,589,364 - 6,589,364
Total liabilities and net assets 7,031,937$ 1,837,459$ 8,869,396$ -$ 8,869,396$
16
HUMAN SERVICES ASSOCIATION
CONSOLIDATING STATEMENT OF FINANCIAL POSITION
June 30, 2019
See independent auditors' report
AND SUBSIDIARY
Human
Services
Association Pasitos, LLC Total Eliminations Consolidated
Revenue and support
Fees and contracts from government agencies 20,091,792$ -$ 20,091,792$ -$ 20,091,792$
Donated goods and services 3,997,448 3,997,448 3,997,448
Investment income 152,281 152,281 152,281
Other income 130,129 17,208 147,337 147,337
Contributions 72,999 72,999 72,999
Rent income 41,600 41,600 (21,600) 20,000
Total revenue and support 24,444,649 58,808 24,503,457 (21,600) 24,481,857
Expenses
Program services 21,878,617 68,051 21,946,668 (21,600) 21,925,068
Management and general 1,739,708 1,739,708 1,739,708
Fundraising 31,797 31,797 31,797
Total expenses 23,650,122 68,051 23,718,173 (21,600) 23,696,573
Change in net assets 794,527 (9,243) 785,284 - 785,284
Net assets, beginning of year 4,654,819 1,149,261 5,804,080 - 5,804,080
Net assets, end of year 5,449,346$ 1,140,018$ 6,589,364$ -$ 6,589,364$
17
HUMAN SERVICES ASSOCIATION
CONSOLIDATING STATEMENT OF ACTIVITIES
For the year ended June 30, 2019
See independent auditors' report
AND SUBSIDIARY
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PProposed Project Description – Family Services Case Manager
We are requesting $60,000 in order to support our family services programs. These funds will
allow us to hire a case manager to take on the increased domestic violence case load we have
experienced since the beginning of the COVID-19 pandemic. The case manager will support all
of the programs in our family services department, including our Domestic Violence Housing
First, Family Violence, Victim Advocacy and Outreach, and Domestic Violence Support Services
programs.
These services provide invaluable support and resources to survivors of domestic violence and
other crimes, including housing assistance, violence prevention classes, crisis intervention, and
emergency assistance, among others. Through these resources, we are able to ensure the safety
of our clients and their families while helping them heal from the trauma they’ve experienced.
We provide these services to clients throughout Los Angeles County with a focus on Southeast
Los Angeles and surrounding communities, including the cities of Bell, Commerce, Huntington
Park, Maywood, Vernon, and others. Various eligibility requirements apply, with some clients
being referred via the CalWORKs program. Additionally, we are able to refer clients from our
senior and early childhood education programs to our family services department if they need
support due to experiencing domestic violence or other crimes.
Our primary goal for this project is to meet the increased demand for domestic violence support
services caused by the COVID-19 pandemic. As research has shown, incidences of domestic
violence have skyrocketed during the pandemic due to stay-at-home measures, which have left
victims trapped at home with their abusers and made it more difficult for them to safely contact
support groups. Southeast Los Angeles and surrounding communities have been particularly
negatively impacted due to a variety of factors, including the large percentage of monolingual,
recent immigrant residents who do not seek assistance due to lack of familiarity with available
services. This means domestic violence victims in our communities are especially vulnerable
and will remain in danger as long as the pandemic and corresponding safety measures last.
As a trusted organization in Southeast Los Angeles with a multi-cultural, multi-lingual staff, we
are uniquely suited to provide support services to vulnerable families. Our goal is to continue
providing these critical programs now, when they are needed the most. However, in order to do
so in the face of such high need, we require more resources to build our team and increase our
capability to provide services.
In addition to increased demand, we are also facing a shortage of resources due to cuts from our
funders. Over the past 6 months, we have experienced a $56,000 cut from our County funding,
among other financial challenges. We have also sunset our Child Abuse Prevention and
Intervention Treatment Program (CAPIT) and will be sunsetting our Family Violence program in
December of this year. The combination of increased demand for services and a shortage of
funding has created significant obstacles for our family services team. By adding an additional
case manager to our staff, we seek to lighten their workload and allow them to effectively meet
the increased demand in our communities. In doing so, we will be able to ensure that our clients
remain safe and receive support for themselves and their families during the pandemic.
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GRANT RECOMMENDATION FORM
General Applicant Information
Applicant Organization:
No. of Board Members:
Year Founded:Type of Organization:
Amount Requested:Recommended Amount:
Annual Budget:
Brief Narrative description of the organization
Organizational strengths:
Type of support
requested:
___ General Operating
___ Project/Program
First Time Applicant
Returning Grantee
Prev. Award amount:
Southeast Churches Services Center
Health/Human Services 1983
$180,004 6
$50,000 $50,000
✔
✔
Well known in the community; provides services regardless of immigration status
Collaborative effort of various congregations fulfilling their faith led contributions to residents at
risk of homelessness, food insecurity and family dislocation. The organization is a critical safety
net provider of emergency services essential for household stability.
The organization provided uninterrupted access to food services in the COVD19 era and provided
assistance to over 10,000 very low-income residents inclusive of chronically homeless individuals,
families with children, veterans and unaccompanied youth.
Southeast Churches Service Center (SCSC) is a 501c3 not for profit organization governed by a
board of 6. SCSC provides emergency rent/mortgage assistance, utility payment assistance and
any other resources that may be necessary to individuals and families in need in the Vernon,
Maywood, Commerce, Huntington Park, and Bell commuities.
SCSC is very flexible and willing to change with emerging issues. Their long term presence in the
community has established their reputation with clients. In 2018, they closed their food pantry
program and changed locations yet continued to serve over one thousand individuals per month.
SCSC has a strong commitment to this work as evidenced by their professional staff of three and
by several volunteers.
$50,000 - FY2016-17
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___ Audit/IRS Form 990 (dated: _____ / ____ / _____ )
___ Organizational Budget
How does the proposal align with the goals of the Fund?
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governmental landscape:
Description of the proposal to which funds would apply
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Age Range:
Gender:
Race/Ethnicity:
Economic Status:
Family Type:
Military Status:
Sexual Orientation:
Other (specify):
___ Proposal Budget
Are there any activites planned to acknowledge VCF as a funder of this project/program/organization?
All All
All N/A
All N/A
Very LI
Requesting General Operating Support. Given the significant support provided by the applicant
agency to very vulnerable individuals it is important to recognize the need for general operating
support in this case. For organizations that heavily rely on volunteers, the COVD19 pandemic has
posed significant challenges. With quarantine of volunteers, there has also been a marked decrease
in funding from state and county resources and some evidence that private contributions may lag
previous levels of giving.
Service costs
approximate $40 per
household
The most effective organization for providing
service in SELA with the lowest cost per
person equivalent, benefits the entire
community
✔✔5 2 2019
✔
The general operating support that Southeast Churches Services Center requests is well aligned with
the goal of the Fund in that it will:
--Encourage and inspire positive social development in Vernon and neighboring communities
--Strengthen and support non-profit organizations that benefit residents and neighborhoods
--Promotes positive social development of children, youth, families and senior residents in Vernon and
surrounding areas
Southeast Churches Service Center will acknowledge VCF via local newspaper and press release
announcements as well as flyer distribution, informing current and potential clients of the emergency
resources available
1 / 2
Final Report
Created: 08/08/2017 • Last updated: 09/11/2017
* Have all of the funds provided
by VCF been expended?
Yes
* Were there any additional
unexpected expenses that were
not mentioned in the Interim
Report?
No
* How many times has the Board
of Directors convened in the past
year?
6
Use this form to provide details regarding the services this organization has provided in the period after
receiving financial support from the Vernon CommUNITY Fund (VCF).
* Were you able to achieve the objectives of the grant from the VCF? Please explain.
Yes, Southeast Churches Service Center provided uninterrupted access to food services in five
communties in our service area: Huntington Park, Bell, Maywood, Vernon, and Los Angeles (zip codes
90022-90063). Over 10,000 very low income residents inclusive of chronically homeless individuals,
families with children, veterans, and unaccompanied youth, received assistance.
* What challenges has the organization experienced during the term of the grant and
how were they addressed? How have these challenges affected the work supported
by the VCF?
Providing uninterrupted service and managing limited funding and resources to adequately meet the
growing demand is an ongoing challenge.
* What are any organizational successes from the past year which you would like to
highlight?
Southeast Churches Service Center was able to serve 4,890 households representing a total of 10,115
persons in need. The VCF grant allowed us to maximize our capacity to serve those in need.
Please attach an expense report for the grant for the past year.
https://jemmottrollinsgroup.fluidreview.com/resp/11144369/n58u76IdKh/
2 / 2
* How many residents from the
Vernon-area (Vernon, Bell, Boyle
Heights, Commerce, Huntington
Park, Maywood, Unincorporated
East Los Angeles) have you
served during the grant term?
10,115
* Do you expect to reapply for
funding from VCF next year?
Yes
* Signature
By typing your full name in the space
provided below, you attest that the
information provided is true and
accurate to the best of your knowledge.
Andy Molina
* What metrics did you use to determine this?
We measure the number of low-income individuals and families that receive supplemental nutrition using
eligibility/intake forms as well as monthly tracking of the services that are provided.
1 / 6
Fill out Application Form
Created: 09/09/2020 • Last updated: 09/23/2020
* Name of Organization Southeast Churches Service Center
* Organization Phone 3235858254
* Organization Email molina_andy@hotmail.com
Organization website address, if
any
(No response)
* Name of Authorized
Representative
(Last Name, First Name)
Molina, Andy
Title of Authorized
Representative
Executive Director
* Organization Founding
Date/Date of Incorporation
01/1983
* Organization Type Community-based (Health/Human Services)
ORGANIZATIONAL INFORMATION
*Indicates required field
* Organization Address
Street 6725 Seville Ave.
City/Town Huntington Park
State California
Country United States
2 / 6
* Service Area Bell
Commerce
Huntington Park
Maywood
Vernon
What number of non-duplicate
individuals directly benefit from
your services?
More than 200
What amount of the individuals
specified above are located in
the cities identified by the
Vernon CommUNITY Fund?
More than 200
What age group(s) benefit the
most from your services?
Children and Youth (ages 0 -14)
Adolescents (ages 15 -17)
Teens and Young Adults (ages 15 – 20)
Adults (ages 21 – 54)
Seniors (ages 55 and up)
* Name of Executive Director
(Last Name, First Name)
Molina, Andy
SERVICE DETAILS
STAFF DETAILS
List of Executive Staff/Volunteer Leadership (Attachment)
Biographies should include a brief description of current employment, community service and current
and former board appointments
(No response)
3 / 6
Executive Staff/Volunteer Leadership biographies (Text)
You may alternatively choose to type biographies directly instead of attaching a separate document.
Please specify titles and organizational involvement.
Executive Director, Andy Molina, is the chief executive officer of Southeast Churches Service Center. He
reports to the board of directors and accepts responsibility for the organization’s achievement of its
mission and financial objectives. Mr. Molina provides leadership in developing program, organizational,
and financial plans with the board of directors and staff and carries out plans and policies authorized by
the board. He has a solid record of experience in public service and in business along with deep
understanding and knowledge about the Center’s service population and the communities within the
Center’s service area. His past experience as the President of Latin Business Association, City of
Huntington Park Planning Commissioner, Board member and Finance
Assistant Director, Irma Molina, has been a staff member of Southeast Churches Service Center for over
20 years, overseeing general operations, maintaining client records, and maintaining the Center’s
financial records, including monthly financial reports to comply with OMB financial control and reporting
standards. She has extensive experience managing public funds from the City of Huntington Beach, City
of South Gate, and County of Los Angeles CSBG AND CDBG funds. She also manages program donations
and supervises volunteers.
List of Board Members (Attachment)
Biographies should include a brief description of current employment, community service and current
and former board appointments
(No response)
4 / 6
List of Board Members (Text)
You may alternatively choose to type biographies directly instead of attaching a separate document.
President – Fr. Rody Goman is a retired Pastor of St. Matthias Church in Huntington Park and one of
the Founders of Southeast Churches Service Center.
Vice President – vacant
Treasurer – Tim Walker is an active Board Member and community member. He manages and
handles a diverse range of management activities. His professional focus has been in the field of
Apparel and Design for over 20 years.
Secretary – Gina Troncoso has been an active Board Member for 7 years. She has helped to
manage a family business for 30 years and has served as the President of St. Mathias Women’s
Guild. Ms. Troncoso earned a Bachelor of Science in Nursing (BSN) degree and is currently pursuing a
career in the nursing profession.
Alejandra Acosta has been an active Board Member for 8 Years and a resident of Huntington Park
for over 28 years. She has been a professional office manager in the dental field for 20 years.
Lourdes Beltran has been a Board Member for over 15 years. Ms. Beltran’s professional focus has
been on management and preservation of affordable housing for low income and moderate
income families and seniors.
Ana Ward has been an active Board Member for over 7 years. She is a small business owner with a
catering service and holds an executive management position with one of the largest affordable
housing facilities in Southern California.
FINANCIAL INFORMATION
List of Income Sources
(For example: grants, earned income, individual donations)
Los Angeles County CSBG contract
Individual Donations
* Most recent audit and/or 990.
(Please attach)
https://jemmottrollinsgroup.fluidreview.com/resp/151832463/nOnxuvHAF5/
5 / 6
*Grant Amount:
Please specify the amount of grant funds
being requested.
$50,000
* What percentage of your
organization budget will the
requested funds represent?
27
* Are you requesting funding for
a specific project?
No
Name of Financial Institution Bank of Southern California
Address of Financial Institution 10400 S. Norwalk Blvd., Santa Fe Springs, CA 90670
Phone Number of Financial
Institution
(562) 758-9400
Name of Fiscal Sponsor (if
applicable)
N/A
Fiscal Sponsor Address (if
applicable)
N/A
Fiscal Sponsor Phone (if
applicable)
N/A
Fiscal Sponsor Email (if
applicable)
N/A
* Current organization budget
(Please attach)
https://jemmottrollinsgroup.fluidreview.com/resp/151832463/8THAFUPkXp/
Proposed budget for requested funds
How will the organization specifically utilize grant funds? (Please attach)
https://jemmottrollinsgroup.fluidreview.com/resp/151832463/GDDLZKJB1h/
6 / 6
Fiscal Sponsor Website (if
applicable)
N/A
Does your organization have a
current certificate of general
liability insurance?
Yes
SOUTHEAST CHURCHES SERVICE CENTER 2020 OPERATING BUDGET
BUDGET CATEGORY SCSC In-Kind contribution VCF REQUEST OTHER FUNDING TOTAL
I. PERSONNEL -
a. Executive Director - provides leadership in developing program, organizational, and
financial plans with the board of directors and staff and carries out plans and policies
21,000.00 $24,000.00 45,000.00
b. Assistant Executive Director - oversees general operations, maintains client records,
and maintains the Center’s financial records 10,000.00 $20,000.00 30,000.00
II. FRINGE BENEFITS - includes workers comp insurance, payroll taxes)27,375.00 27,375.00
III. PROGRAMS
a. Emergency Rental Assistance $20,000.00 20,000.00
b. Emergency Utility Payments $20,000.00 20,000.00
IV. SPACE USEAGE AND COMMUNICATION/UTILITIES
a. Office Space @$500 per month for 12 months $6,000.00 6,000.00
b. Telephone, communications 2,000.00 2,000.00
V. COMPUTERS, OFFICE EQUIPMENT/TRAINING SUPPLIES/TRAVEL
a. Office Supplies 1,250.00 1,250.00
b. Postage / Mailing Service 85.00 85.00
VI. INDIRECT COSTS 100.00 100.00
a. Bank Service Fees 150.00 150
b. Accounting fees 4,500.00 4500
c. Contract Services 5,000.00 5000
d. Directors and Officers liability insurance 875.00 875.00
e. Licenses 500.00 500.00
f. Dues and Subscriptions 205.00 205.00
g. Transportion mileage & maintenance 600.00 600.00
SUBTOTAL 73,640.00 50000 40,000.00 163,640.00
Administrative costs @10% 16,364.00 0 0 16,364.00
BUDGET TOTALS 90,004.00 50,000 40,000 180,004.00
SOUTHEAST CHURCHES SERVICE CENTER 2020 OPERATING BUDGET
BUDGET CATEGORY VCF REQUEST
I. PERSONNEL -
a. Executive Director - provides leadership in developing program, organizational, and
financial plans with the board of directors and staff and carries out plans and policies
$24,000.00
b. Assistant Executive Director - oversees general operations, maintains client records,
and maintains the Center’s financial records $20,000.00
IV. SPACE USEAGE AND COMMUNICATION/UTILITIES
a. Office Space @$500 per month for 12 months $6,000.00
SUBTOTAL $50,000
Administrative costs @10% 0
BUDGET TOTALS $50,000
1 / 2
Fill out Application Narrative Form
Created: 09/17/2020 • Last updated: 09/23/2020
* What dollar amount are you
requesting from the Vernon
CommUNITY Fund?
50,000
* Will you be requesting general
operating support?
Yes
If yes:
What is your annual operating budget?$180,004
What is your organization’s mission?
(250 words, maximum)
The mission of Southeast Churches Service Center (SCSC) is
to provide economic assistance to low income families,
senior citizens, unemployed, and to foster a spirit of
cooperation and ecumenism among the churches of various
denominations in the southeast area.
What is the target demographic for
your services?Low income individuals and families living in District 1
What period of time are the requested
funds expected to cover?12 months
Please attach the proposed budget for your project
(No response)
Describe your organization’s history, listing significant achievements,
accomplishments and recognition: (250 words, maximum)
Centered in Huntington Park, the history of Southeast Churches Service Center (SCSC) in the early 1980’s
and evolved into the largest non-profit, non-denominational helping agency in the Southeast, serving
over one thousand people each month. The Center's services included an emergency food program that
provided households with supplemental groceries, and also provided the homeless with a hot sandwich
or plate and pre-packaged items that were easily portable for those in transient circumstances. After 37
years, SCSC closed its food pantry and in October 2018, SCSC moved into its current location, just a few
blocks away from the old site. We currently offer emergency rent/mortgage assistance and utility
payment assistance along with referrals for other needed services. Our long term presence in the
community has helped to establish our reputation as a place to come when and if an emergency need
arises.
2 / 2
* Describe how your organization and/or project will improve the community of
Vernon and/or its surrounding areas: (500 words, maximum)
SCSC is part of a social safety net for the most vulnerable community members. Our service population is
challenged by poverty, unemployment, education and language barriers, and a lack of adequate
affordable housing. Receiving assistance can mean the difference between a family becoming homeless
or maintaining a roof over their head. Helping individuals and familes improve their quality of life benefits
Vernon and its surrounding areas overall.
Eligible participants access services from our office in LA County Supervisorial District 1. The service site
is located at 6725 Seville Ave., in the city of Huntington Park. The site is ADA accessible, and is
conveniently located on and near major MTA bus routes. Limited rental housing and utility payment
assistance is provided for qualified applicants as determined through participation in a need assessment
and interview with the Center’s staff. The bilingual English and Spanish speaking staff is trained and
experienced, and knowledgeable about the community and the issues faced by those who seek services.
SCSC exists to assist participants with their immediate needs for emergency assistance, as well as with
information and referrals to other health and human services organizations and resources that may be
accessed within the district. Depending on the needs assessment, collaborating organizations are
contacted, and/or information is provided about additional services that may be needed by the client and
can be provided by other organizations in the community.
If selected for award, how might your organization promote its Vernon CommUNITY
Fund Grant?
Southeast Churches Service Center implements a communications plan that includes announcements at
local churches, press releases in the local newspaper, flyer distribution in strategic locations, and
postings at libraries, resource fairs and other community agencies that are frequented by our target
population (low income individuals and families). The Executive Director is an active community leader
who uses opportunities at meetings and convenings with community leaders to promote contributions
and support from the Vernon CommUNITY Fund. unfortunately, with the onset of the COVID-19 pandemic,
the Center had to cancel its annual fundraisers including the Walk for Hunger, a high profile event that
presents opportunities for television and print media promotion.
1 / 1
Conflict of Interest Form
Last updated: 09/17/2020
* Does your organization conduct
any lobbying activity?
No
* Is your organization specifically
for religious purposes and
benefits only your congregation
in its spiritual practice?
No
* Does your organization charge
membership fees or dues?
No
* Signature
By clicking the check box below, I confirm that the information provided is truthful and accurate,
and that my staff and board members have no past or present affiliation with current or former
members of the Vernon City Council or other administrators from the City of Vernon. I further
agree that, if funded, my organization will use the CommUNITY grant funds solely for charitable
purposes and will not conduct any lobbying activities.
Full Name Andy Molina
Southeast Churches Service Center
Proudly Serving Our Community Since 1983
GRANT RECOMMENDATION FORM
General Applicant Information
Applicant Organization:
No. of Board Members:
Year Founded:Type of Organization:
Amount Requested:Recommended Amount:
Annual Budget:
Brief Narrative description of the organization
Organizational strengths:
Type of support
requested:
___ General Operating
___ Project/Program
First Time Applicant
Returning Grantee
Prev. Award amount:
Woodcraft Rangers
Youth Development 1934
$10,570,517 15
$30,000 $30,000
✔
✔
Woodcraft Rangers:
--seeking funds specifically for Vernon area residents/children
--increased number of board members since last being awarded
--maintain a balanced portfolio of restricted, unrestricted and earned income along with federal
and state funding
--leaders have once been recognized by United Way, the City and County of Los Angeles and
once named by the Latino Business Association as a non-profit of the year.
--remains at the forefront of out of school time learning opportunities in the Greater Los Angeles
--serves more than 14,000 participants annually in 73 school and parks-based programs
--developing and training leaders on dealing with trauma using a best practice approach
Woodcraft Rangers is a well known and well-estblished 501c3. With a strong 15 member governing board of
directors which increased from their previous VCF award in FY2018-2019. Their budget reflects a balanced portfolio
of restricted, unrestricted and earned income along with federal and state funding
Founded in 1934 to guide young people as they explore pathways to purposeful lives. The organization implements
a range of after school programs at sites across the county to supplement educational services including
science/technology, engineering, and STEM programs. Services are provided to Title 1 Schools with low academic
rankings. Woodcraft Rangers also focus on a unique "Fourfold Woodcraft Way" approach that explores and seeks to
cultivate the whole child (mind, body, spirit and sense of service) by building character, skills, strength, resiliency, a
deeper understanding of their place in the world, and a greater committment to their community. Expanded learning
programs are offered in 73 locations to 14,000 youth annually.
$40,000 - FY2018-19
6WDႇ$QDO\VLV
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'RFXPHQWVUHYLHZHG
___ Audit/IRS Form 990 (dated: _____ / ____ / _____ )
___ Organizational Budget
How does the proposal align with the goals of the Fund?
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governmental landscape:
Description of the proposal to which funds would apply
LIQRSDUWLFXODUSURMHFWLVVSHFL¿HGSOHDVHQRWH*HQHUDO2SHUDWLQJ6XSSRUWLQWKLVDUHD
6SHFL¿FSRSXODWLRQ V WDUJHWHGE\JUDQWUHTXHVW LIDSSOLFDEOH
Age Range:
Gender:
Race/Ethnicity:
Economic Status:
Family Type:
Military Status:
Sexual Orientation:
Other (specify):
___ Proposal Budget
Are there any activites planned to acknowledge VCF as a funder of this project/program/organization?
Adolescents all
Female (51%) Male (49%)n/a
Hispanic (75%) African American (5%)all
low income
Woodcraft Rangers requests $30,000 to support a day camp and overnight summer camp experience for up to 194 youth
from the Vernon area. Woodcraft Rangers will prioritize students at the Vernon School where they provide after school
programs and where a number of children of Vernon business owners attend. Through both camp programs , Woodcraft
Rangers hope to support families by achieving the following objectives in 2021, especially during a global pandemic:
improved physical health and fitness; reduced stress; improved mood regulation and mental health; improved academic
performance; increased environmental stewardship; greater appreciation for nature and outdoor activities and spaces.
194 youth in the Vernon area to
receive partial or full
scholarships to attend Day and
Sleepover camp in 2021
Resources that enhance quality of life
have been shown to have a significant
influence on population health
outcomes
✔✔6 30 2019
✔
The project proposal that Woodcraft Rangers submitted is well aligned with the goal of the Fund in that it will:
--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 effective and responsible leaders at every level of society
--Strengthen and support non-profit organizations that benefit residents and neighborhoods
--Promotes positive social development of children, youth, families and senior residents in Vernon and surrounding areas
Woodcraft will recognize VCF by posting the Vernon logo on the organization website
(https://woodcraftrangers.org/give/supporters/), on summer camp collateral materials and onto social
media accounts (via Instagram, Facebook, and Twitter).
GRANT RECOMMENDATION FORM
General Applicant Information
Applicant Organization:
No. of Board Members:
Year Founded:Type of Organization:
Amount Requested:Recommended Amount:
Annual Budget:
Brief Narrative description of the organization
Organizational strengths:
Type of support
requested:
___ General Operating
___ Project/Program
First Time Applicant
Returning Grantee
Prev. Award amount:
Woodcraft Rangers
Youth Development 1934
$10,570,517 15
$30,000 $30,000
✔
✔
Woodcraft Rangers:
--seeking funds specifically for Vernon area residents/children
--increased number of board members since last being awarded
--maintain a balanced portfolio of restricted, unrestricted and earned income along with federal
and state funding
--leaders have once been recognized by United Way, the City and County of Los Angeles and
once named by the Latino Business Association as a non-profit of the year.
--remains at the forefront of out of school time learning opportunities in the Greater Los Angeles
--serves more than 14,000 participants annually in 73 school and parks-based programs
--developing and training leaders on dealing with trauma using a best practice approach
Woodcraft Rangers is a well known and well-established 501c3. With a strong 15 member governing
board of directors which increased from their previous VCF award in FY2018-2019. Their budget reflects
a balanced portfolio of restricted, unrestricted and earned income along with federal and state funding
Founded in 1934 to guide young people as they explore pathways to purposeful lives. The organization
implements a range of after school programs at sites across the county to supplement educational
services including science/technology, engineering, and STEM programs. Services are provided to Title
1 Schools with low academic rankings. Woodcraft Rangers also focus on a unique "Fourfold Woodcraft
Way" approach that explores and seeks to cultivate the whole child (mind, body, spirit and sense of
service) by building character, skills, strength, resiliency, a deeper understanding of their place in the
world, and a greater committment to their community. Expanded learning programs are offered in 73
locations to 14,000 youth annually.
$40,000 - FY2018-19
6WDႇ$QDO\VLV
3URSRVDO'HWDLOV
'RFXPHQWVUHYLHZHG
___ Audit/IRS Form 990 (dated: _____ / ____ / _____ )
___ Organizational Budget
How does the proposal align with the goals of the Fund?
&RVW%HQH¿W
%HQH¿FLDULHVDQGRUSRWHQWLDO
LPSDFWRQWKHQRQSUR¿W
governmental landscape:
Description of the proposal to which funds would apply
LIQRSDUWLFXODUSURMHFWLVVSHFL¿HGSOHDVHQRWH*HQHUDO2SHUDWLQJ6XSSRUWLQWKLVDUHD
6SHFL¿FSRSXODWLRQ V WDUJHWHGE\JUDQWUHTXHVW LIDSSOLFDEOH
Age Range:
Gender:
Race/Ethnicity:
Economic Status:
Family Type:
Military Status:
Sexual Orientation:
Other (specify):
___ Proposal Budget
Are there any activites planned to acknowledge VCF as a funder of this project/program/organization?
Adolescents all
Female (51%) Male (49%)n/a
Hispanic (75%) African American (5%)all
low income
Woodcraft Rangers requests $30,000 to support a day camp and overnight summer camp experience for up to 194 youth
from the Vernon area. Woodcraft Rangers will prioritize students at the Vernon School where they provide after school
programs and where a number of children of Vernon business owners attend. Through both camp programs , Woodcraft
Rangers hope to support families by achieving the following objectives in 2021, especially during a global pandemic:
improved physical health and fitness; reduced stress; improved mood regulation and mental health; improved academic
performance; increased environmental stewardship; greater appreciation for nature and outdoor activities and spaces.
194 youth in the Vernon area to
receive partial or full
scholarships to attend Day and
Sleepover camp in 2021
✔✔6 30 2019
✔
The project proposal that Woodcraft Rangers submitted is well aligned with the goal of the Fund in that it will:
--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 effective and responsible leaders at every level of society
--Strengthen and support non-profit organizations that benefit residents and neighborhoods
--Promotes positive social development of children, youth, families and senior residents in Vernon and surrounding areas
Woodcraft will recognize VCF by posting the Vernon logo on the organization website
(https://woodcraftrangers.org/give/supporters/), on summer camp collateral materials and onto social
media accounts (via Instagram, Facebook, and Twitter).
What previous projects has the applicant successfully implemented?
6WDႇUHYLHZHU
Date: _____ / ____ / ______Signed: ___________________________________
)XQGLQJ5HFRPPHQGDWLRQ
Fund this proposal?
___ Yes
___ No Recommended Amount:
6XJJHVWHGUHYLVLRQ V WRSURSRVDOIXQGDPRXQWLIDSSOLFDEOH
List any forseeable challenges that the applicant may encounter in the implementation of this proposal or in
general:
Woodcraft Rangers successfully hosted children in the past summers at Day camps and overnight
Sleep Away camps for 197 children from the Vernon area in summer camp 2019--175 children
benefited from Summer Day Camp while 22 benefited from overnight sleep away camp.
Woodcraft Rangers after school programs are highly attended and recommended in LAUSD schools
and at area parks.
Have project protocols been updated to account for COVID-19, social distancing and safer at home
restrictions?
✔
$30,000
N/A
LaTeesha Pinkney
10 20
2020
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FISCAL YEAR 2020/21
BUDGET - ref August 2020
REVENUES
Service Contracts 9,820,517
Grant Support 100,000
Fundraising Activities 650,000
10,570,517
EXPENSES
Personnel Costs 8,613,130
Outside Services 583,800
Program Supplies 360,000
Occupancy Costs 231,201
Legal and Professional 131,500
Printing, Postage, Telephone 177,782
Office Supllies 86,000
Insurance 75,000
Depreciation 25,860
Recruiting & Training 18,600
Bank Charges 16,200
Member Dues 11,165
Travel 6,500
Marketing 5,000
10,341,738
SURPLUS FOR THE YEAR 228,779
Board of Directors
Will Adams, President
Newmark Knight Frank
Executive Managing Director
Pacific Palisades, CA
Peter Anderson
Retired
Consultant
Chatsworth, CA
Julee Brooks
Woodcraft Rangers
Chief Executive Officer
La Crescenta, CA
Celeste Ahl, Secretary
Alston & Bird
Legal Associate
Long Beach, CA
Steven Canup, Treasurer
Focus Financial Partners
Managing Director
Pacific Palisades, CA
Ellen Chiang
Merrill Lynch Wealth Management
Vice President
Pasadena, CA
Kenneth Korman
Retired
Los Angeles, CA
Kathleen Laub
Mount San Antonio College
Adjunct Professor of Psychology
La Verne, CA
Francisco Lozano
mitú
Advisor, Programmatic and Data Strategy
Los Angeles, CA
Wayne Mack
Los Angeles County District Attorney
District Attorney, Field Deputy
Lynwood, CA
Marie Pavlich
Spool Marketing and Communications
Senior Consultant, Brand Strategy
Los Angeles, CA
Courtney Smith, 2nd Vice President
Realtor
Compass
Los Angeles, CA
Jonathan Sweet, 1st Vice President
Syntax LLC
Managing Director
Los Angeles, CA 90042
Kimberly West Isaacs
CalWes Homes Inc.
Administrator
Fontana, CA
Advisory Members
Rick Korenthal
Woodcraft Alumnus/Retired
Moorpark, CA
USE OF FUNDS
Expenses Cost Revenue Subsidy
Day Camp Subsidies (160 participants) 26,400.00$ 13,600.00$ 12,800.00$
Residential Camp Subsidies (21 participants) 18,900.00$ 5,250.00$ 13,650.00$
Full day camp scholarships (10 participants) 850.00$ -$ 850.00$
Full residental camp scholarships (3 participants) 2,700.00$ -$ 2,700.00$
Total 30,000.00$
USE OF FUND SUMMARY
2021-2022 Camp Season
Woodcraft Rangers
NOTES: Cost and revenue are based on 170 Vernon area participants to day camp and 24 Vernon
area participants to residential (Summer Sleepaway) camp. Woodcraft will allocate the maximum
number of partial and full scholarships, and increase subsidies wherever possible in the wake of
the COVID-19 pandemic
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Woodcraft Rangers
Detailed Project Description
Vernon CommUNITY Fund
Woodcraft Rangers is requesting $30,000 to support scholarships and direct program costs for
Woodcraft Day Camp and Summer Sleepaway Camp for children who live in the Vernon CommUNITY
Fund service area.
Many camp counselors and staff members are hired from within the communities we serve, and they
return year after year. Almost all camp staff also works for Woodcraft afterschool programs during the
school year, so they are familiar to the campers and parents and are trained in academic activities,
group dynamics, team building, and youth development.
Day Camp
Next summer, Woodcraft Rangers will provide Day Camp for more than 500 students at Rosemead, Salt
Lake, and South Gate parks. In order to provide much-needed support to working parents, day camp will
be offered for 11 hours every weekday over seven weeks. Camp parents will typically pay $85/week for
55 hours of care, which is heavily subsidized and charged in order to help cover basic costs and ensure
parental engagement. Each day includes breakfast, lunch, and an afternoon snack provided by program
partners.
Each day offers seven hours of core programming with extended hours options and consists of activities
in the Arts, Sports/Wellness, STEM and Leadership/Civic Engagement, along with academic support
services to help prevent summer learning loss. The day is structured into six activity sections to allow
campers to sample various opportunities such as robotics, dance, screen printing, gardening, or theatre.
Park field access allows us to offer most major sports, including soccer, volleyball, skateboarding and
basketball. Additionally, field trips will be provided to locations such as the Aquarium of the Pacific, the
movies, and the beach.
Summer Sleepaway Camp
In its new location in the San Jacinto Mountains, Woodcraft Summer Sleepaway Camp will have
increased capacity for up to 600 campers and will enable us to reclaim true diversity through a sliding
scale model (most campers will pay just $250/week, compared to a $900/week operational cost). This
weeklong program offers benefits and experiences that are unique to residential camp, which is
otherwise unavailable to underserved youth.
In addition to outdoor events and activities, campers will spend time daily on academic activities,
including biology, astronomy, math, chemistry and ecology. Camp Woodcraft also provides vocabulary
building and group reading sessions, further strengthening STEM content and connections in consort
with study of the natural environment. Camp staff use a Project Based Learning (PBL) approach in many
camp activities, building background knowledge in science, math, and literacy/language arts, and all
camp academic activities use practices and skills, adapted for informal learning, from the Common Core
State Standards (College and Career Readiness Anchor Standards for Speaking and Listening, Standards
for Mathematical Practice). The ratio of campers to counselors is as low as 6:1 for the youngest
campers, and as high as 10:1 for the oldest. The average ratio for all ages is 8:1. This combination of
activities enhances problem-solving, critical thinking, community-building and leadership skills and
fosters better grades and higher graduation rates.
Woodcraft provides customized training for all Summer Sleepaway Camp staff. They also participate in
ongoing education offered by the American Camp Association (ACA) Southern California region and have
been trained in CPR/first aid by the Red Cross, in safety procedures by Cal-OSHA and in the
guidelines/process for mandated reporting of child abuse. Woodcraft Ranger’s summer camp is
accredited by the American Camping Association.
OPERATING CATEGORIES
Summer Residential Program Summer Day Camp Program
Total Revenue $189,000 $68,000
Expenses
Staff Compensation 63,800.00$ 226,884.00$
Payroll Tax 4,912.60$ 17,846.00$
Worker's Compensation 1,320.66$ 4,651.00$
Outside Services 10,000.00$
Program Supplies 10,000.00$ 20,000.00$
Rental Expense 175,000.00$
Printing -$
Advertising/Marketing 3,000.00$
Auto Expense 864.00$
Transportation 60,000.00$ 14,000.00$
Program Events (Field Trips) -$ 16,000.00$
Training 15,000.00$
Food 51,000.00$
Program Management 110,000.00$ 27,500.00$
Payroll Taxes 8,415.00$ 2,104.00$
Worker's Compensation 2,277.00$ 275.00$
Total Expenditure $514,725 $330,124
Net Operating Profit/(Loss)($325,725) ($262,124)
Woodcraft Rangers
2021-2022 Camp Season
PROGRAM BUDGET SUMMARY
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CAMP
WOODCRAFT
2019 Season Report
CRTQITCOQH9QQFETCHV4CPIGTU
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CAMP WOODCRAFT 2019
Camp Director’s Reflections
By: Helen Santos
Camp Woodcraft just concluded its 97th summer of camping
programs! This season included three sessions of residential
camp in Big Bear, California. We hosted between 60 and 90
campers alongside 20 staff members each week. Although the
groups where smaller than what we are accustomed to due
to limited capacity at our host site, the camp spirit, fun͕ and
excitement was still abundant.
Prior to the start of the season, we reevaluated the staff
training module and developed new offerings to help our
camp crew have a successful summer. One of the key
components to this was a mental health training we had held
in partnership with CHLA Project HEAL. Our staff had a chance
to learn from mental health professionals about traumas
that may impact our campers and were provided tools to
both recognize and respond to it in a healing and loving
way. In addition, they received some self-help tips to get
them through the long days of working at a residential
camp. The team really appreciated the training and
expressed the need for this training for all Woodcraft staff. One counselor stated “Honestly, this
training was the most helpful one. Identifying why children behave certain ways was an eye
opener for me. It also helped me be more aware and patient with the kids at camp.”
In addition to our signature program activities of archery, arts & crafts, team building, zipline
and low ropes we made a Naturalist component available to our
campers this summer. Our naturalist, Fisher (Francisco) led our
campers through daily activities, including bird watching, bug
catching, pond exploration, nature walks, hiking and star gazing. Our
campers were very excited to be a part of these new activities and
looked forward to them each day. Our surveys were filled with
campers stating that the naturalist activities were their favorite and
that they learned so much about bugs, birds and all things nature.
Through all the changes that happened this summer the one thing
that was made very clear to me as the Camp Director was that no
matter where we are, our team providĞƐ high-quality and enriching
experiences for our campers.
“Staying at Camp Woodcraft was
one of the best moments of my life.”
- 12-year-old camper
gh the
to due
n͕ and
at Camp Woo
best mo
In addition to our signatur
a
c
c
c
c
c
t
T
“The staff made me
feel safe.”
- 11-year-old camper
Campers left each week sharing that they felt at home, safe, cared for and like part of a family.
The staff surveys at the end of the season revealed that 100% of staff enjoy working at camp,
are interested in returning for another season and grew in skills or leadership capacity this
summer. They also ended their summer feeling like part of the Woodcraft family.
In preparation for next season a Core Camp Team was established to
envision the future of Camp Woodcraft, including a mixture of
leadership staff, veteran counselors and new counselors. This group
debriefed about the summer and created a vision and goals for next
summer and beyond. This brought a sense of ownership for the entire
team and an excitement for the future. Everyone is looking forward to
continuing in our effort to find a permanent camp home for Camp
Woodcraft next summer and are the excited about expanding our
program offering to include exciting new activities and impact even
more campers.
The staff surveys at the end of the season revealed that 100% of staff enjoy working at camp,
are interested in returning for another season and grew in skills or leadership capacity this
summer.They also ended their summer feeling like part of the Woodcraft family.
In preparation for next season a Core Camp Team was established to
envision the future of Camp Woodcraft, including a mixture of
leadership staff, veteran counselors and new counselors. This group
debriefed about the summer and created a vision and goals for nex
summer and beyond. This brought a sense of ownership for the entir
team and an excitement for the future. Everyone is looking forward to
continuing in our effort to find a permanent camp home for Camp
Woodcraft next summer and are the excited about expanding our
program offering to include exciting new activities and impact even
more campers.
“I learned how to trust
and believe in myself.”
- 11-year-old camper
“I learned that I can be
more confident.”
- 8-year-old camper
oup
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58.8%
Asian
24.1%
African American
7%
Other
6.4%Caucasion
3.7%
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CAMP WOODCRAFT 2019
Team G.R.I.T.: Great Rangers in Training
Camp Woodcraft’s Counselors-in-Training Program
By: Hector Chaira
Great Rangers in Training (Team G.R.I.T.) is Woodcraft
Rangers’ signature counselors-in-training (CIT) program
for youth 14-17 years old. The purpose of the CIT
program is to foster leadership skills that prepare
young people to become future summer camp
counselors and/or after school program leaders and
equip them with the tools they need to be successful in
their daily lives.
G.R.I.T. participants complete an orientation upon
arrival to camp and are paired with their mentor camp
counselor at the CIT Matching Ceremony during the
first camp fire. For the remainder of the week, G.R.I.T.
participants support their camper unit and learn and
practice specific skills through intentional project-based
and experiential learning opportunities. This includes
facilitating team building activities, leading games,
managing a group of elementary students, designing and
implementing water games, and reflecting on their role.
Each G.R.I.T. participant is provided a personal CIT guidebook as a
tool for their daily projects and responsibilities. Additionally, our
mentor camp counselors provide the direct guidance and support
through 1-on-1 coaching and modeling. At the end of each day the
CIT’s come together for a Team G.R.I.T. huddle to reflect on their
experiences, feelings, and thoughts. This space allows for
realizations, solution-focused conversations, and sharing some of
the memorable moments of the day. In their reflections, G.R.I.T
participants self-realized the importance of responsibility,
perseverance, collaboration͕ and how these factors influence
their daily lives. The camp week was closed with the exchange of
handmade gifts between G.R.I.T. participants and mentors. This
moment solidified the relationships and experiences for CIT’s,
mentors and campers alike.
“Being more responsible is
definitely something I took
away from being a CIT…
being a leader.”
- Dominic aka Ted, 10
th grade
“I learned about leadership and
teamwork, especially when we
designed the water games.”
- Erendira aka Dancing Queen, 10
th grade
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The pilot year of the G.R.I.T. program resulted in success, and we
have gathered feedback and ideas to refine and improve upon the
program for the coming year. Some of these improvements include
bringing G.R.I.T. participants together prior to camp to ignite peer
connections and offer additional training that immerses them in the
Woodcraft Way. Also, after camp we will assist G.R.I.T. participants
with articulating how their camp experience translates into their
future school and career goals. Finally, all participants expressed
desire to return next year so we will explore opportunities for
creating a Jr. Counselor program for those turning 16-17 years
old.
Team G.R.I.T. is a meaningful way to expand our work with
adolescents at Camp Woodcraft. After our experience this year,
we can see first-hand the impact that mentorship and a dash of
hands-on fun can have on a young person’s leadership and skills
development. All participants created new relationships that we
hope will last a lifetime. We are committed to continuing the
CIT program alongside the expansion efforts of Camp Woodcraft.
“My experience helped me
break out of my shell.”
- Angela aka Snuffles,
9th grade
“I feel free at camp.”
- Katelyn aka Midnight, 9th grade
ants
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Project HEAL
Woodcraft Rangers Camp Observation
Completed by: Karen C. Rogers, PhD |Associate Professor of Clinical Pediatrics (Clinician Educator)
Program Area Leader, Project HEAL, Children's Hospital Los Angeles
USC University Center for Excellence in Developmental Disabilities
Observation conducted on July 8-9
th, 2019 at Camp Woodcraft in Big Bear following trauma-informed mental health
training for Summer Camp staff.
The existing camp program has many strengths to build on and some opportunities for enhancing
the trauma-informed approach without making significant changes.
Staff: The greatest asset was the tremendous positive energy and confidence from the camp staff. This was reflected in
their interactions with the campers. Everything was injected with a sense of fun, but also flexibility and support of
campers. One example: during the staff skits, the 2 youngest boys wanted to be right next to their counselor despite him
trying to redirect them gently back to their seats. He carried on the skits with the campers right next to him, giving them
the sense of security and connection they needed. There’s something really lovely about staff having their own children
at camp. I think it reflects a real sense of family among the Woodcraft Rangers folks. Even a baby gets his own camp
name, because camp is a place where everyone belongs.
Camp staff seem to have a good awareness of differences in children’s behavior. They have a wealth of real-life
experience that can help them recognize and respond to possible trauma-related behaviors from the campers. The WR
values, and the reflection time that counselors had to identify how those values resonate for them, were really apparent
in the ways they approached camp. Making those values overt to the campers could be another opportunity to help
them grow.
Structure: The first camp activity was group assignments and team building with activities to build a sense of unity and
belonging. Campers chose their unit name and created a cheer, then had group activity time. Counselors did a beautiful
job following campers’ lead with the cheer regardless of what they came up with. Units went around to activities
together and had reflection time together at the end of the day, reinforcing the cohesiveness.
Care was taken to orient the campers to the structure of camp, AFTER they had connected with their groups. Multiple
creative strategies helped campers know what to expect: review of meal procedures with posters to guide them, a skit
about handwashing, a campfire to review safety rules. Predictability is very important for children who have experienced
trauma, and this was provided in a warm and non-threatening way.
Giving campers jobs to do really builds their sense of community and being able to contribute. I love that the meal set up
and clean up started with those little tiny guys. It’s a clear message that everyone has something to contribute to the
community and really build confidence. The counselor-in-training program is another example of this – I was so
impressed by the amount of thought that went into the training and the amount of time and attention the CIT received.
He visibly blossomed in his role overnight!
Activities: There are a number of camp activities that offer opportunities to help campers build coping skills. The nature
activity would lend itself to mindfulness. Archery requires the campers to pause and focus their attention. The zipline is
a good time to use positive self-talk and help campers discover their inner strengths.
training and the amount of time and attention the CIT received.
fer opportunities to help campers build coping skills.The nature
es the campers to pause and focus their attention. The zipline is
iscover their inner strengths.
Day Camp Schedule 2019 Schedule Monday Tuesday Wednesday Thursday Friday 7:00am-7:45am Morning Mingle Student drop off/ sign in Morning Mingle Student drop off/ sign in Morning Mingle Student drop off/ sign in Morning Mingle Student drop off/ sign in Morning Mingle Student drop off/ sign in 7:45am – 8:15am Breakfast Breakfast Breakfast Breakfast Breakfast 8:15am-8:20am Transition Transition Transition Transition Transition 8:20am – 9:35am Camp 1 Junior Rangers (Kinder) Arts/Crafts Dance (Hip-hop/Folklorico) Science Screen Printing Skate Soccer Volleyball Camp 1 Junior Rangers (Kinder) Arts/Crafts Dance (Hip-hop/Folklorico) Science Screen Printing Skate Soccer Volleyball Camp 1 Junior Rangers (Kinder) Arts/Crafts Dance (Hip-hop/Folklorico) Science Screen Printing Skate Soccer Volleyball Camp 1 Junior Rangers (Kinder) Arts/Crafts Dance (Hip-hop/Folklorico) Science Screen Printing Skate Soccer Volleyball THEMED ACTIVITES 9:35am – 9:40am Transition Transition Transition Transition Transition 9:40am – 10:55am Camp 2 Junior Rangers (Kinder) Arts/Crafts Dance (Hip-hop/Folklorico) Science Screen Printing Skate Soccer Volleyball Camp 2 Junior Rangers (Kinder) Arts/Crafts Dance (Hip-hop/Folklorico) Science Screen Printing Skate Soccer Volleyball Camp 2 Junior Rangers (Kinder) Arts/Crafts Dance (Hip-hop/Folklorico) Science Screen Printing Skate Soccer Volleyball Camp 2 Junior Rangers (Kinder) Arts/Crafts Dance (Hip-hop/Folklorico) Science Screen Printing Skate Soccer Volleyball Camp 2 10:55am-11:00am Transition SHIFT 2 CHANGE Transition SHIFT 2 CHANGE Transition SHIFT 2 CHANGE Transition SHIFT 2 CHANGE Transition SHIFT 2 CHANGE
11:00am – 12:15pm Camp 3 Junior Rangers (Kinder) Basketball Dance Gardening Lacrosse Prosthetics Science Theatre Camp 3 Junior Rangers (Kinder) Basketball Dance Gardening Lacrosse Prosthetics Science Theatre Camp 3 Junior Rangers (Kinder) Basketball Dance Gardening Lacrosse Prosthetics Science Theatre Camp 3 Junior Rangers (Kinder) Basketball Dance Gardening Lacrosse Prosthetics Science Theatre Themed Activities 12:20pm-1:20pm LUNCH K-3rd Fitness 4th- 6th LUNCH K-3rd Fitness 4th- 6th LUNCH K-3rd Fitness 4th- 6th LUNCH K-3rd Fitness 4th- 6th LUNCH K-3rd Fitness 4th- 6th 1:25pm-2:40pm Camp 4 Junior Rangers (Kinder) Basketball Dance Gardening Lacrosse Prosthetics Science Theatre Camp 4 Junior Rangers (Kinder) Basketball Dance Gardening Lacrosse Prosthetics Science Theatre Camp 4 Junior Rangers (Kinder) Basketball Dance Gardening Lacrosse Prosthetics Science Theatre Camp 4 Junior Rangers (Kinder) Basketball Dance Gardening Lacrosse Prosthetics Science Theatre Camp 4 2:40pm-2:45pm Transition Shift 3 Change Transition Shift 3 Change Transition Shift 3 Change Transition Shift 3 Change Transition Shift 3 Change 2:45pm-4:00pm Camp 5 Junior Rangers Arts/Crafts Basketball Dance Drums Football Robotics Photography Camp 5 Junior Rangers Arts/Crafts Basketball Dance Drums Football Robotics Photography Camp 5 Junior Rangers Arts/Crafts Basketball Dance Drums Football Robotics Photography Camp 5 Junior Rangers Arts/Crafts Basketball Dance Drums Football Robotics Photography Themed Activities
4:00pm-4:05pm Transition Transition Transition Transition Transition 4:05pm-4:35pm Snack Snack Snack Snack Snack 4:40pm – 5:45pm Camp 6 Junior Rangers Arts/Crafts Basketball Dance Drums Football Robotics Photography Camp 6 Junior Rangers Arts/Crafts Basketball Dance Drums Football Robotics Photography Camp 6 Junior Rangers Arts/Crafts Basketball Dance Drums Football Robotics Photography Camp 6 Junior Rangers Arts/Crafts Basketball Dance Drums Football Robotics Photography Camp 6 5:45pm – 6:00pm Sign Outs (Gym) Sign Outs (Gym) Sign Outs (Gym) Sign Outs (Gym) Sign Outs (Gym)
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GRANT RECOMMENDATION FORM
General Applicant Information
Applicant Organization:
No. of Board Members:
Year Founded:Type of Organization:
Amount Requested:Recommended Amount:
Annual Budget:
Brief Narrative description of the organization
Organizational strengths:
Type of support
requested:
___ General Operating
___ Project/Program
First Time Applicant
Returning Grantee
Prev. Award amount:
YWCA Greater Los Angeles Union Pacific Empowerment Center (UPEC)
Community Service 1894
$17,096,796 10
$100,000 $30,000
✔✔
YWCA:
--has a community-needs-based approach to services
--has 12 locations in Greater LA to serve underserved communities
--services and helps develop the entire family
YWCA of Greater Los Angeles is a 501c3 organization, governed by a ten member Board of
Directors providing oversight to a budget of more than $17 million. YWCA has 12 locations
throughout Greater LA. The Union Pacific Empowerment Center in East LA serves low-income
families in Huntington Park, Unincorporated East LA and the City of Vernon. YWCA was initially
founded as a women's empowerment movement in 1894 but has since grown and developed and
included services for other persons in need such as children and seniors. Through a diverse
funding portfilio (that includes private, public, corporate and foundation grants, membership fees
and earned income), YWCA seeks to fulfil their mission: to eliminate racism, empower women
and promote peace, justice, and dignity for all. Offering, age appropriate confidence and skills
building programs and services at all locations.
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___ Audit/IRS Form 990 (dated: _____ / ____ / _____ )
___ Organizational Budget
How does the proposal align with the goals of the Fund?
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governmental landscape:
Description of the proposal to which funds would apply
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Age Range:
Gender:
Race/Ethnicity:
Economic Status:
Family Type:
Military Status:
Sexual Orientation:
Other (specify):
___ Proposal Budget
Are there any activites planned to acknowledge VCF as a funder of this project/program/organization?
All All
All N/A
All N/A
Low Income N/A
YWCA requests funding support for its Union Pacific Empowerment Center (UPEC) location which
focuses on four areas of community improvement: Youth Empowerment, Child Development,
Workforce Development, and Senior Engagement. Funds would directly benefit the Senior
Engagement program which provides activities such as crafts, fiels trips, and exercise classes and
courses including English as a Second Language (ESL), community advocacy, and computer and
financial literacy workshops.
$30,000 / 130
seniors = ~$230.00
per person
Increased number of seniors
aging in place and overall
greater quality of life
✔✔6 30 2018
✔
The project support that YWCA Greater LA requests is well aligned with the goal of the Fund in that it will:
--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 effective and responsible leaders at every level of society
--Strengthen and support non-profit organizations that benefit residents and neighborhoods
--Promotes positive social development of children, youth, families and senior residents in Vernon and surrounding areas
VCF would be acknowledged as a YWCA valued funder at their annual gala; on their website and
social media accounts; and in newsletters and program materials.
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YWCA Greater Los Angeles
Executive Leadership
Faye Washington, President and CEO: As President & CEO of the YWCA Greater
Los Angeles, Faye Washington is a rainmaker in the world of non-profit. Her 32-
year government record of management, personnel administration, legislative
and budget policy development, strategic planning and implementing budgets of
over $3 billion created the landscape for her groundbreaking tenure of leading
the YWCA GLA in its mission of eliminating racism and empowering women.
In an economy where development is scarce, Washington has successfully
orchestrated multi-million dollar facilities that will yield triple net bottom line results year after year for
the Los Angeles community. Among these development projects is the state of the art, fully funded
Union Pacific Empowerment Center in East Los Angeles. The center offers child development, senior
programs, career transitional programs and California High School Exit Exam Preparation.
A savant in project development, Washington masterminded the landmark Los Angeles Job Corps Urban
Campus. To create revenue to sustain the Urban Campus and YWCA Job Corps programs, Washington
led a seven-year, multi-tiered pitch for funding and received monies allocated by President Obama’s
American Recovery and Reinvestment Act of 2009 (ARRA). The Urban Campus is a state of the art, seven
story building with health facilities, library, dining accommodations, vocational training classrooms,
campus-wide green spaces, dormitory rooms and offices for YWCA staff. The project, completed in April
2012, required $70 million in total project development. Through new market tax credits and other
creative financing, Washington masterfully raised the funds required, resulting in a fully funded project.
The groundbreaking Urban Campus serves as a home to 400 at risk youth and offers the blueprint to
replicate this vision in other urban centers around the country.
Recognized by educational institutions such as the Drucker School of Business and the Graduate School
of Non Profit Management, as an authority on strategic non-profit fundraising, Washington is in top
demand as a guest lecturer, panelist and keynote speaker across the country. She is associated with
several high profile community groups including the National Job Corps Association, United Way, The
Links; Downtown Breakfast Club; the International Women Leadership Organization and the Affirmative
Action Association for Women.
She sits on the Boards of: City of Los Angeles Work Force Development; Los Angeles City South Park
Business Improvement District; Municipal Improvement Corporation of Los Angeles and City Club Board
of Governors.
Washington’s philosophy for community programs that embrace the “whole family” approach, including
child care, job training, supportive housing and individual empowerment will certainly leave a brilliant
legacy of making Los Angeles a better place for its citizens to live, learn and grow.
Donna Crowder, Vice President, Operations and Administration: Donna
Crowder is currently the Vice President of Operations and Administration for the
YWCA of Greater Los Angeles. She has held this position since October of
2011. In this position, Donna is responsible for association policies and
procedures, management of the Human Resources Department, contracts and
MOU’s, liaison to the LA Job Corps and ensuring the success of the administration of the YWCA GLA.
Prior to joining the YWCA GLA as Director of Human Resources, Donna held Senior Management
positions at the U.S. Bankruptcy Court, Dean Witter Financial, TOPA Thrift and Loan and Imperial Bank.
Donna possesses a BS in English from TSU, and has many additional classes and certificates from UCLA,
Loyola Marymount and Center for Non-Profit. She is currently a member of PIHRA, Professionals In
Human Resources Association.
Donna received the Superior Performance Award from the Y in May of 2001. She has continued to
provide quality time and service to the association. As a member of the Bible Believers Baptist Church in
Lakewood, she is the key member responsible for the distribution of hygiene items to the
homeless. She also is a member of the Women’s Ministry Committee.
Noël Russell-Unterburger, Vice President, Finance: Noël Russell-Unterburger
joined the YWCA Greater Los Angeles’ team in December 2012 as the Interim
Controller. Within months she assumed the leadership role of overseeing the
finance department commensurate with her current position today. She ensures
the continued mission of the YWCA GLA by promoting sound financial decision-
making. Her insight of the organization’s financial and business affairs ensures
the integrity and viability of its assets. Noël is a forward-thinking strategic leader
with over 20 years’ experience in accounting, financial and business
management. She has focused over 14 years in nonprofit organizational management. Noël directs all
financial aspects of the business encompassing several years of auditing experience. This has led to the
incorporation of best practices that has enhanced the maintenance of its fiscal information. She has
greatly impacted several company’s business policies and procedures, as well as improved overall
processes.
Her leadership ability and professional expertise has successfully facilitated her involvement to serve as
the Treasurer on the Board of Directors for the Magnolia Educational & Research Foundation, a
nonprofit dedicated to inspiring students to choose career paths in Science, Technology, Engineering,
and Math through the establishment of their 11 Magnolia Public Schools. She chairs the Finance and
Audit committees, and is on several advisory boards overseeing Executive and Personnel matters for the
foundation. Noël is dedicated to serving the community in her professional capacity as a financial
advisor to nonprofits and educational institutes. She has gained success in this quest through a
foundation built on considerable leadership in Finance, Accounting, Business Management and
Operations obtained throughout her educational and professional experience.
Noël has also worked as a financial leader in the banking and manufacturing industries. She holds a
degree in Business Management from Pepperdine University, Graziadio School of Business and
Management, and has numerous certified trainings in auditing, taxes, governance, operational
management and computer applications. She is a CPA candidate scheduled to complete in 2015.
Cynthia Heard, Vice President, Business Development and Communications:
Over the past twenty four years, Cynthia Heard has been an intricate partner in
the field of social services. As a strong Child Welfare supporter and executive
leader, Cynthia worked hand in hand with Inter-Agency Council on Child Abuse
and Neglect to create a nationally acclaimed community and educational
“Models” that help create systemic change for at risk youth and families across
the country. Most recently, Cynthia has help build and secure funding for collaborative child welfare
initiatives, building private /public partnerships, educational partnerships and innovative continuums
focusing on at risk and foster youth throughout Los Angeles, New York, Florida and in Washington DC.
She has developed and structured national models that are replicable and now demonstrate success and
innovation. Cynthia Heard helped pioneer many of the social service models as a leader of the Los
Angeles County Family Preservation, Wrap Around, Family Support Programs Models through the Dept
of Children and Family Services. She worked closely with state, federal and county entities to include
HUD, HACLA, Dept of Corrections, Dept of Labor, Dept of Education, Dept of Health and Human Services,
SAMSA, Veterans Administration, CDBG, Dept of Public Social Services and Dept of Mental Health to
create change for foster, at risk youth and families. She has developed multiple state and federal
program initiatives.
In addition to working across the bi-partisan aisles through legislative advocacy and awareness find new
avenues to breakdown the injustices of our country surround at risk youth and families in poverty, she
has worked to strengthen and develop model nonprofits in Los Angeles to also include emancipation
and delinquent youth programs, state of the art residential treatment facilities, community
development, social services, employment and community resource centers throughout Los Angeles
County’s most needed areas.
Over the past seven years, she has been at the forefront in Washington DC working closely with various
legislative leaders in partnership to change the face of our nation. She has been the lead funding and
coordinating leader along with co-partner California Endowment and Casey Family Foundation on
multiple Congressional Conferences in Washington DC to bring corporations, leaders, legislators and
community to the legislative forefront of the Congressional “Keeping the Promise to America’s
Children”. Many years she has worked to nationally highlight Human Trafficking Initiatives and promote
legislation on many key Trauma Based Models across the United States working along Congresswoman
Karen Bass, Congresswoman Mary Landrieu and Minority Leader Nancy Pelosi to name a few.
In April 2013, Cynthia joined the YWCA Greater Los Angeles as the Vice President of Communications
and Advocacy. She will work in partnership and under the direction of with Faye Washington, YWCA
Greater Los Angeles, President /CEO to increase the visibility, sustainability, advocacy both legislatively
and through public /private partnerships. In 2014, she was promoted to Vice President of Business
Development and Communications.
Cynthia received her Bachelor of Art in Psychology from the University of Southern California and went
on to pursue her master’s degree from Howard University in Washington D.C. Since 1989, she has
worked diligently to facilitate social changes within at risk communities throughout Los Angeles County
and across America.
Sharon Shelton, Vice President, Empowerment Services: Sharon Shelton is Vice
President of Empowerment Services for the YWCA Greater Los Angeles. She has
held several positions in her eighteen years of service and in her current position
for the past six years; she has expanded the Empowerment Services Department
to 200 staff, interns and consultants serving more than 100,000 individuals and
groups in four distinct program areas: Child Development, Violence Against
Women, Senior Services, and Workforce/Youth Development. Under Sharon’s
leadership, all program areas have been elevated to an exemplary compliance
status as determined by government and private funders.
She has developed a strong foundation for programs: under her guidance the child development
program has expanded its served population by 40%. In addition, as a result of her direction, the YWCA
GLA now operates the largest Sexual Assault Crisis Services Program in Los Angeles County. The
Workforce and Youth Development Programs, serving more than 500 community youth, has been
recognized by Congresswoman Judy Chu who awarded the YWCA GLA the Congressional
Recognition of Excellence; by Assemblymember Steven Bradford’s Certificate of Recognition; and the
Certificate of Recognition from State Senator Ted Lieu. The programs have also been recognized by the
South Bay Workforce Investment Board for contributions to Economic and Business Development in the
greater Los Angeles area.
Throughout her involvement in the social empowerment movement, Sharon Shelton has been called
upon to advocate at the federal and state level to secure resources and funding to address the social
justice issues exemplified by the YWCA mission. She represents YWCA GLA in advocacy efforts with the
Los Angeles Chamber of Commerce at Los Angeles City Hall, California State Capitol and with legislative
policy makers in Washington D.C. Most recently she worked closely with the California State Coalition
Against Sexual Assault to advocate for the reauthorization of the federal Violence Against Women Act.
As a recognized expert in the field of Violence Against Women, encompassing domestic violence and
sexual assault, Sharon is often called upon to deliver speeches on these topics. She has presented at:
state conferences – California Coalition Against Sexual Assault Conference, “Men In the Movement”,
YWCA Pacific Region conference, “Effective Advocacy”; and at university campuses, UCLA Student
Orientation, “Sexual Violence on Campus”.
Sharon represents the YWCA GLA as mayoral appointee on the L.A. Community Action Board. She has
written conference reports and video documents on the topic of violence against women; and articles
for the YWCA GLA newsletter. Sharon holds a Master of Arts Degree in Behavioral Science and has a
Certification in Mediation and Conflict Management issued by the Los Angeles City Attorney’s office.
Norma Gonzales, Director, Child Development Services and Union Pacific
Empowerment Center: Norma Gonzalez joined the YWCA Greater Los Angeles in
2002; she began her journey as a Site Director for the Union Pacific Children’s
Center which served 40 children. Norma’s passion to work in her community
became her priority to bring resources and high quality childcare to the families
in need.
In 2009, Norma became the Center Director for the new Union Pacific
Empowerment Center, becoming the only child care center within 5 miles to provide infant-toddler care
and continues to provide service to over 81 children. The Union Pacific Empowerment Center is only
community based center that provides numerous services to youth, adults, and seniors within the
surrounding communities
In 2013, Norma became the Director of Child Development Services overseeing YWCA Greater Los
Angeles six child development sites and continues as the Center Director for Union Pacific
Empowerment Center.
Norma is originally from Sonora, Mexico and most recently completed her Bachelor’s Degree in Human
Development from Pacific Oaks College, and will be pursuing the Master’s Degree in Early Childhood
Education. She is the mother of three boys and is happily marriage for 25 years.
YWCA Greater Los Angeles
Board of Directors
Alva P. Adams, Board Chairwoman: Alva Adams as Director Multicultural
Relations and Strategy for Toyota Motor North America is responsible for
development and implementation of strategies that enable Toyota and Lexus
field offices to increase the number of minority dealers. Alva also has
responsibility for a broad range of community outreach programs.
In her previous position, Adams was Operations Manager for Retail Market
Development, with responsibility for development, launch, training and ongoing
support of the Strategic Planning Model. She also administered all aspects of the annual Market
Representation National Conference.
Prior to joining Toyota Motor Sales, USA, Inc., Adams worked successfully on the retail side of the
automotive industry for thirteen years as a Secretary-Treasurer solely responsible to the corporation for
all financial aspects of the business.
Mason received her Bachelor’s Degree in Accounting from Howard University in Washington, DC. She
has also completed a certificate program for Diversity Management at the University of Houston.
Adams is a member of the board of directors for the YWCA of Greater Los Angeles and the Millennium
Momentum Foundation. She is a former member of the Los Angeles Girl Scout Council Board of
Directors and past Chairman of the Fund Committee, President Emeritus of Howard University Alumni
Club of Southern California, and a member of Alpha Kappa Alpha Sorority.
Adams is the recipient of the 2007 Woman of the Year Award for the National Association of Minority
Automotive Dealers, and in the Toyota Driver’s Seat publication in September 2007. Mason was
featured in The Lovick Career Journal in February 2009 and Who’s Who in Black Los Angeles publication
2009 and 2010. She is a member of Toastmasters International.
Adams resides in Inglewood, Ca. with her three daughters.
Michelle Isenberg, Board Vice Chair: Michelle Isenberg , Principal of Isenberg &
Associates, Inc. (I&A)has been a professional art advisor for 25 years. She
founded the firm in 1989 which has been operational in Los Angeles continuously
to the present. As Principal-in-Charge of the art advisory firm I&A, she has
distinguished herself in all aspects of curatorial and public art planning. Equally
important, she has demonstrated her ability to manage and motivate diverse
project teams to provide the high quality and integrative effort for which I&A has
become known.
Her background includes the management of services ranging from the implementation of public art
programs to site specific corporate sponsored art programs.
Isenberg has facilitated major corporate art programs and offers a unique concentration in project
management for public art programming, exhibit spaces, and museums. She specializes in budget
management, artist selection procedures, managing art collections, coordinating exhibits and
developing community outreach programs. She uses her special interest in community based public art
and public outreach in many public art processes.
Isenberg is actively involved in the community of Los Angeles. A graduate of the California State
University Northridge (B.A., Art History), Professor of Art History, University of California, Los Angeles
Extension, Founding Member of the Museum of Contemporary Art (MOCA), past Board President and
current Member of Association of Professional Art Advisors (APAA), New York, NY, past Board Member
of Jonathan Club Art Foundation, Los Angeles, Member of Downtown Breakfast Club, Los Angeles,
Member of ArtTable, New York, Member of American Institute of Architects (AIA) Los Angeles Chapter,
Member of Urban Land Institute (ULI), Los Angeles, Member of Center City Association (CCA), Los
Angeles, and the Getty L.A. Interchange, Los Angeles. She is also a Founding Member of the Institute of
Archaeology, University of California, Los Angeles and Trustee of International Mesopotamia Area
Studies (IMAS), University of California, Los Angeles.
Working with Art in Public Places and Percent for Art Programs, Isenberg has served as a consultant to
West Hollywood, Los Angeles, Culver City, Pasadena and surrounding county public agencies, the
Community Redevelopment Agency (CRA), and the Los Angeles Cultural Affairs Department (LACAD).
Isenberg acts as liaison between commissioned artists and developers/architects in association with city
planners, design teams and art advisory committees, securing all required approvals for the successful
completion of each project.
Gerald M. Ford, Board Secretary: Mr. Ford graduated from UCLA in 1992 with a
B.A. in Political Science and a minor in Business Administration. He joined the
Union Bank Management Training Program in January 1993 to become a
Financial Services Officer in the Community Bank. After graduating from the 16-
month program he accepted a position in the Bank’s Quality Assurance and Sales
group in San Diego.
In 1996 Mr. Ford was given the opportunity to join the Bank’s Commercial Credit
Training Program. Upon graduation in 1997 he joined the Bank’s Syndication & Placements group within
Specialized Lending, assisting in the syndications of Energy, Oil & Gas, Entertainment, General
Corporate, Communications Media, Real Estate and Equity Sponsor transactions. He later I took over as
the lead syndicator for Oil & Gas, Entertainment, and Equity Sponsor Finance transactions.
In 2007 Gerald left Syndications to manage the Equity Sponsor Finance group (later called Structured
Finance) which was part of National Banking. His responsibilities included managing business
development officers, underwriters, and portfolio managers.
Currently, Mr. Ford manages the portfolio management team for Government Lending and the
underwriting and credit management team for GTM Credit Management which includes financial
institutions, Labor Union, HOA, and other credits. Responsibilities include managing the Bank’s $8 Billion
in exposure in GTM, with nine direct reports in Los Angeles, Walnut Creek, and Atlanta.
Mr. Ford has served on the Board of Directors of the Urban Financial Services Coalition (formerly Urban
Bankers)- LA Chapter and the fundraising golf committee for the Children’s Bureau in support of abused
children in Los Angeles. I’ve been married over seven years and have two children, a six year old girl and
three year old boy.
Nicole Osby, Board Treasurer: Nicole Osby is a Subcontract Manager with NASA
Jet Propulsion Laboratory.
Margaret Leong Checca: Margaret Leong Checca is a community advocate who, in
addition to YWCA Greater Los Angeles, sits on the following Boards and
Committees:
Board of Directors and member of Leadership Circle Committee, Planned
Parenthood of Pasadena San Gabriel Valley (Pasadena)
Board of Directors and Chair of Development Committee, Descanso
Gardens (La Canada Flintridge)
Board of Directors and Co-Chair of Budget Finance Committee,
Cornerstone Theater Company (Los Angeles)
Former Board of Directors and President, YWCA Pasadena- Foothill Valley
Former Board of Directors and Treasurer, YWCA Pacific Region of the National YWCA
Former Board of Trustees and Chairperson of Board and Interim Executive Director, Pacific Asia
Museum (Pasadena)
She is associated with professional organizations including American Institute of Certified Public
Accountants; California State Society of Certified Public Accountants; American Society of Women
Certified Public Accountants; and American Society of Women Accountants.
Delilah Lanoix: Delilah Lanoix is co-owner and president of SMS Transportation
Services, Inc., established in 1999. The company provides numerous mobility
solutions and services to persons and entities that require alternative
transportation services. In addition, the company is one of California’s largest
providers of special needs transportation to persons with both developmental
and physical disabilities. The company has contracts with both public and private
entities. As an entrepreneur, she is also involved with the development and
execution of other successful business endeavors including transportation,
development consulting and construction.
Prior to SMS, Delilah worked with businesses crafting and developing strategic initiatives to improve
overall operations. She has worked with many local elected officials in various areas and is an active
participant with several community organizations that promote and support education, training and job
growth.
In January 2016, she was appointed to the city of Glendale’s Building and Fire Board of Appeals that
decide appeals of orders, decisions and determinations made by the Building Official, the Fire Marshal
or both, relative to the application and interpretation of the Glendale Building & Safety Code.
Philanthropy and community service is an important part of her endeavors. Currently, she is on the
advisory board of Brotherhood Crusade, an organization that provides programs and services to the
youth of underserved communities. Previously, she was a founding member of MLK, Jr. General Hospital
foundation responsible for raising private funds to provide additional services to the hospital and the
community. She served on the board of the Los Angeles Chapter of Planned Parenthood for two years
and was involved with many outreach projects on behalf of the organization.
She is married and resides in Glendale with her husband, John W. Harris, a practicing attorney.
Patricia Reed-Cunningham: Mrs. Reed-Cunningham has maintained a long
relationship with the YWCA GLA using the Angeles Mesa site for recreational
activities and classes and years later at the Compton site. The Deltas Chapter a
non-profit partner working with the Compton Committee on Administration, are
visible volunteers of the YWCA. Three past Presidents served on the site board,
one was the representative who attended the YWCA Board of Directors
meetings. Delta participation with the YWCA’s Program Committee included
working with the Child Care Center, the Take Your Daughter To Work Project and
other programs.
In 1997 she joined as a general member of the YWCA at the Compton site. In 2009 she became a
member of the “Society of Benefactrix” at the Club level and 2011 at the Presidents level. One of her
very special memories was the Deltas hosting the President of the Nigeria YWCA at the Compton site.
She treasures the Nation pin and dress she gave her.
Mrs. Reed-Cunningham is a member of Delta Sigma Theta Sorority, Inc., a past President of the Compton
Alumnae Chapter. She has served as the Farwest Region Social Action Coordinator and member of the
National Social Action Commission. She is a member of the National Program Planning & Development
Committee.
She established an impressive record as Regional Social Action Coordinator. In 2005 she was one of the
Commissioners assigned to assist with the development and writing of the Social Action Tool Kit for
State Coordinators and Chapter chairs. A Certified Social Action Trainer; her experience included training
members in political awareness, advocacy and the art of Legislative Lobbying and conducting
workshops. She has coordinated eight Delta Days, Legislative Conferences in California. Currently she
serves as the Region’s Political Awareness & Involvement Committee Chair. As such she is responsible
for the publication of the newsletter “Voice” and its regional distribution. The newsletter is published
quarterly.
Caron Ng: Caron Ng is CEO of NU-SET Inc., a global lock manufacturing
division formed to digitally transform a third-generation business empire.
Caron is a mom, mentor, mogul and visionary leader changing the
narrative of lock solutions. Recognized for blending her industry expertise
with visionary thinking, she is an Enterprise Women magazine’s 2017
“Enterprising Women of the Year”, and Los Angeles Business
Journal’s 2016 & 2018 nominee for “Executive of the Year” (Women’s
Summit), finalist “Asian Business Leader” and 2017 Business Insider’s The
30 most Inspiring Women Business Leaders.
She graduated from University of California, Berkeley; Goldman Sachs 10,000 Small Business Initiative
Management & Education, UCLA Management Development for Entrepreneurs, Toyota Pilot Mentorship
Program, Inner City Capital Group and the Women’s Business Enterprise Council (WBEC)-West.
Caron mentors entrepreneurs through and Vice-Chairs the WBENC-West Los Angeles Leadership Forum;
serves on Enterprising Women’s Advisory board, and The Women Presidents’ Organization. Recently, she
begins mentoring college graduates on careers’ choices through Fulfillment Fund. She has always been
an active supporter to Guide Dogs for the Blind, so visually impaired can live independently and safely.
Jeane Relleve Caveness, PH.D.: Jeane Relleve Caveness, Ph.D., spent 40 years as
a college/university educator in the field of Student Affairs in 2017 and retired as
Title IX Coordinator/Associate Dean of Students at CSU Long Beach. Over the
years, she enjoyed collaborating with students, faculty, staff and community
experts in areas such as sexual violence awareness and prevention, ethical
leadership, and women’s empowerment. Caveness was the CSULB Project
Director for a CA Office of Emergency Services Campus Sexual Assault (CT) Grant
for 2015-2017.
Prior to her last position at CSULB, Caveness served in various roles such as Assistant Dean of Students,
Director of Student Life and Development, Director of the Women’s Resource Center, and Associate
Dean of School-Based Programs. Campus leadership included longtime service on the President’s
Commission on the Status of Women, Assessment Committee of the Academic Senate and President’s
Designee to the ASI Senate. She also served as Assistant Dean of Students/Director of Residential Life at
Mills College in Oakland, CA. Caveness was a California State University Administrative Fellow at CSU
Fullerton assigned to the Office of the President and the Office of the Vice President for Student
Services. She holds a B.A. in Psychology from Scripps College, M.A. in Religion and Ph.D. in Education
from Claremont Graduate University.
Community service includes over 20 years with the American Cancer Society Long Beach-Harbor-SE
leadership council including stints as president and vice president, officer positions with the American
Association of University Women-Long Beach Chapter, and P.E.O. Chapter FQ. In February 2018,
Caveness was elected to the Board of Directors for WomenShelter of Long Beach. She was honored to
be the first recipient of the CSU Long Beach President’s Commission on the Status of Women Legacy
Award in 2016. She is especially proud of decades spent mentoring, and learning from, college student
leaders from diverse backgrounds.
Faye Washington: As President & CEO of the YWCA Greater Los Angeles, Faye
Washington is a rainmaker in the world of non-profit. Her 32-year government
record of management, personnel administration, legislative and budget policy
development, strategic planning and implementing budgets of over $3 billion
created the landscape for her groundbreaking tenure of leading the YWCA GLA in
its mission of eliminating racism and empowering women.
Because of the urgency of the YWCA GLA’s mission, Washington strategically
pursues funding opportunities that result in multi-generational impact and long-term residual value for
the community at large. She walks with giants and demands the impossible for the sake of those who
have no voice or power. Through meticulous hard work, creative vision, audacity, and persistence,
Washington has become known as a “game changer.”
In an economy where development is scarce, Washington has successfully orchestrated multi-million
dollar facilities that will yield triple net bottom line results year after year for the Los Angeles
community. Among these development projects is the state of the art, fully funded Union Pacific
Empowerment Center in East Los Angeles. The center offers child development, senior programs, career
transitional programs and California High School Exit Exam Preparation.
A savant in project development, Washington masterminded the landmark Los Angeles Job Corps Urban
Campus. To create revenue to sustain the Urban Campus and YWCA Job Corps programs, Washington
led a seven-year, multi-tiered pitch for funding and received monies allocated by President Obama’s
American Recovery and Reinvestment Act of 2009 (ARRA). The Urban Campus is a state of the art, seven
story building with health facilities, library, dining accommodations, vocational training classrooms,
campus-wide green spaces, dormitory rooms and offices for YWCA staff. The project, completed in April
2012, required $70 million in total project development. Through new market tax credits and other
creative financing, Washington masterfully raised the funds required, resulting in a fully funded project.
The groundbreaking Urban Campus serves as a home to 400 at risk youth and offers the blueprint to
replicate this vision in other urban centers around the country.
Recognized by educational institutions such as the Drucker School of Business and the Graduate School
of Non Profit Management, as an authority on strategic non-profit fundraising, Washington is in top
demand as a guest lecturer, panelist and keynote speaker across the country. She is associated with
several high profile community groups including the National Job Corps Association, United Way, The
Links; Downtown Breakfast Club; the International Women Leadership Organization and the Affirmative
Action Association for Women.
She sits on the Boards of: City of Los Angeles Work Force Development; Los Angeles City South Park
Business Improvement District; Municipal Improvement Corporation of Los Angeles and City Club Board
of Governors.
Washington’s contributions to the community have earned her numerous recognitions and awards, one
of which was the honor bestowed by The National Association of Women Business Owners (NAWBO) for
her significant contributions to the community and entrepreneurial excellence.
Washington’s philosophy for community programs that embrace the “whole family” approach, including
child care, job training, supportive housing and individual empowerment will certainly leave a brilliant
legacy of making Los Angeles a better place for its citizens to live, learn and grow.
11/14/2019
Description FTE Total
Personnel
Program Specialist 100% 42,000
Subtotal - Salary 42,000
Fringe Benefits
Medicare Employer 1.45% 609
FICA Employer 6.20% 2,604
SUI 1.00% 420
Medical Plan 8.39% 3,524
Workers Compensation Insurance 8.66% 3,637
Subtotal - Fringe Benefits 25.70% 10,794
Total Personnel 52,794$
Non Personnel
Curriculum Development 5,000
Transitional Employment (on the job training stipends) 10,400
Participant Materials and Supplies (youth, adult & senior) 4,000
Transportation (field trip, interviews & direct service locations) 5,000
Field Trip Admission (to promote empowerment ) 3,000
Case Management Resources (food vouchers, clothing) 1,515
Childcare for program participants 2,500
Program Computer Supplies (Software, IT tools) 1,300
Subtotal - Program Costs 32,715
Office Supplies 2,000
Printing and Copying 1,000
Finger Printing background for staff and job trainees 500
Staff Training & Development 1,000
Travel & Transportation-Parking & Mileage 900
Subtotal - Other Costs 5,400
Total Non Personnel 38,115$
Indirect Cost @ 10.00% 9,091$
Grand Total Program Budget 100,000$
YWCA of Greater Los Angeles
Program Budget
Vernon Community Fund
11/14/2019
Description FTE Total
Personnel
Program Specialist 100% 42,000
Subtotal - Salary 42,000
Fringe Benefits
Medicare Employer 1.45% 609
FICA Employer 6.20% 2,604
SUI 1.00% 420
Medical Plan 8.39% 3,524
Workers Compensation Insurance 8.66% 3,637
Subtotal - Fringe Benefits 25.70% 10,794
Total Personnel 52,794$
Non Personnel
Curriculum Development 5,000
Transitional Employment (on the job training stipends) 10,400
Participant Materials and Supplies (youth, adult & senior) 4,000
Transportation (field trip, interviews & direct service locations) 5,000
Field Trip Admission (to promote empowerment ) 3,000
Case Management Resources (food vouchers, clothing) 1,515
Childcare for program participants 2,500
Program Computer Supplies (Software, IT tools) 1,300
Subtotal - Program Costs 32,715
Office Supplies 2,000
Printing and Copying 1,000
Finger Printing background for staff and job trainees 500
Staff Training & Development 1,000
Travel & Transportation-Parking & Mileage 900
Subtotal - Other Costs 5,400
Total Non Personnel 38,115$
Indirect Cost @ 10.00% 9,091$
Grand Total Program Budget 100,000$
YWCA of Greater Los Angeles
Program Budget
Vernon Community Fund
YWCA Greater Los Angeles
1020 South Olive Street, 7th Fl.
Los Angeles, CA 90015
B: 213-365-2991
Fax: 213-365-9887
www.ywcagla.org
YWCA Greater Los Angeles to Vernon CommUNITY Fund
Union Pacific Empowerment Center
YWCA Greater Los Angeles’ Union Pacific Empowerment Center (UPEC), located in East Los
Angeles at 4315 Union Pacific Avenue, opened its doors as a Child Development Center in
September of 2003. In 2010, the center was expanded by relocation to a brand new, two-story building
developed by YWCA GLA. To ensure that the center offered services especially tailored to the needs
of the surrounding community, YWCA GLA created an Empowerment Council comprised of local
community members to inform and guide program creation. In March 2013, Union Pacific
Empowerment Center was selected by Congresswoman Judy Chu to receive the Congressional
Recognition of Excellence Award.
Programs and Services
Youth Empowerment: UPEC’s Youth Empowerment program ensures that at-risk youth can access
the guidance and resources they need to achieve academic success, career success, and lasting self-
confidence. UPEC provides a safe and positive environment for youth to congregate, learn, and
socialize during afterschool and summer hours– pivotal times during which youth might otherwise be
exposed to high-risk environments.
We provide access to a computer lab, where staff assists with homework, tutoring, and guidance on
college applications. Staff also conducts workshops to foster self-development and girl’s
empowerment, focusing on topics such as violence prevention and peer mediation (Week Without
Violence); technology skills (Techgyrls); economic empowerment (Girls, Women, $); and community
leadership (Girls Advisory Board and YW Youth Council). UPEC will serve at least 80 youth annually.
Child Development: UPEC features a vital Child Development program for low-income families with
infants and toddlers age six weeks to five years old. Acknowledging that the time and resources of
parents are often strained by the demands of making ends meet, we provide a nurturing daytime
environment where children can learn and flourish. This support enables parents to work and pursue
opportunities for education and employment, with further support from YWCA GLA.
Staff educates preschool-age children using the evidence-based HighSchope Preschool Curriculum,
which emphasizes active learning through play and interaction along with direct evaluation. To prepare
children for grade school, we focus on developmental milestones in pre-reading, writing, sharing,
communication, conflict resolution, cognitive learning, motor dexterity, and cultural awareness. UPEC
also features an Infant and Toddler Program to support teenage mothers, which includes parenting
classes. UPEC will serve at least 90 infants, toddlers, and young children annually.
Workforce Development: UPEC offers unemployed and underemployed adults training in Customer
Service Skills. This training teaches and strengthens basic skills necessary to achieve work readiness
and maintain employment. We work with each participant to examine individual areas of improvement,
and provide resume-building assistance, mock interviews, and interpersonal communication guidance.
We also provide transitional employment stipends to support on-the-job training. UPEC will serve at
least 50 adults annually through Workforce Development.
Senior Engagement: UPEC welcomes seniors to participate in computer literacy courses, financial
literacy workshops, field trips, exercise classes, ESL classes, crafts, charitable activities, and
community advocacy organization. The program fosters social connectivity among older residents who
may otherwise suffer from isolation and loneliness, thereby improving their health and well-being.
Further, the program’s activities keep seniors mentally engaged and active – vital to their quality of life.
UPEC will serve at least 130 seniors annually.