History

The Latino Coalition for Community Leadership (LCCL) was originally formed in 2003 in response to our concern that Latino organizations were not receiving government funding to support their services in their community. As the LCCL engaged with, and learned from, community and faith-based organizations (Community Partners), we discovered that other groups working to address common community health and safety issues faced similar challenges. Although historically Latino focused, the LCCL is not Latino exclusive. The diversity of our Community Partners proves to be a strength in addressing social issues that affect the broader community in a more collaborative and comprehensive approach.

The LCCL is nationally recognized as a leading community facing intermediary organization that Finds, Funds, Forms, and Features nonprofits in marginalized communities meeting the needs of individuals and families. As a community facing intermediary, the LCCL largely focuses on grassroots organizations and small to medium size nonprofits that reflect the communities they serve. The organizations are primarily led by people who live, work, worship, raise families, and recreate in the same communities they serve. The LCCL creates access to funding, provides administrative/program infrastructure, develops organizational capacity and creates a more diverse community health and safety ecosystem for the benefit of individuals and families. The LCCL has a deep expertise with programs and services that address prisoner reentry, crime victim services, violence prevention and intervention, and youth and young adults involved in the criminal justice system.

The LCCL is intentional in framing its sub-grantees as Community Partners, to reflect the interdependence and mutual respect of the roles each play. An overall goal of this partnership is capacity building, which includes increasing access to public dollars and grants, data tracking, performance measurement, reporting and compliance monitoring, assistance with staff and leadership development, coordinating relationships between state and federal agencies and community partners, growth management, and succession planning for sustainability.

Since the LCCL’s founding in 2003, we have accessed more than $44.5m in Federal grants from the Departments of Labor, Justice, and Health and Human Services and almost $53.5m in State funding from the states of Colorado and California. Additionally, funding from foundations, corporate and private donors enables the LCCL to provide comprehensive grantmaking, capacity building and technical assistance to community and faith-based organizations while driving money deep into under-resourced communities. To date, the LCCL has partnered with more than 208 CFBOs in marginalized communities throughout the United States to leverage more than $102.5 million dollars invested into low-income communities, marginalized communities of color and rural communities.

Team

  • Matthew Algee

    DIRECTOR OF
    FINANCE

  • Kerry Barrett

    PROGRAM
    MANAGER

  • Annette Bernal

    PROGRAM
    MANAGER

  • Tania Castro

    PROGRAM
    MANAGER

  • Ben Chavez

    PROGRAM
    MANAGER

  • Jamil Cooks

    PROGRAM
    MANAGER

  • Jamie Crain

    FISCAL SUPPORT
    MANAGER

  • Karen Crain

    FISCAL SUPPORT
    MANAGER

  • Kristin DeWitt

    FAIR CHANCE HIRING
    PROGRAM MANAGER

  • Cindy Everett

    HOUSING PROGRAM
    MANAGER

  • Adriana Falcon

    FISCAL SUPPORT
    MANAGER

  • Breanna Florian

    FISCAL SUPPORT
    MANAGER

  • Jennifer Gates

    SENIOR FISCAL SUPPORT
    MANAGER

  • Ellen Graham

    PROGRAM DIRECTOR FOR
    LEARNING & EVALUATION

  • Ryan Hernandez

    OPERATIONS
    MANAGER

  • Lisa Kanouse

    FISCAL SUPPORT
    MANAGER

  • Eva Lindquist

    LEARNING & REPORTING
    ANALYST

  • JoAnn Lopez

    FISCAL SUPPORT
    MANAGER

  • Rich Marquez

    JUSTICE SERVICES
    PROGRAM DIRECTOR

  • Anna-Gaelle Marshall

    FISCAL TRAINING
    SPECIALIST

  • Daniel Martinez

    FINANCE
    MANAGER

  • Cory Miskell

    DEPUTY
    EXECUTIVE DIRECTOR

  • Richard Morales

    EXECUTIVE
    DIRECTOR

  • Joey Nuñez-Estrada

    CALIFORNIA DIRECTOR OF
    INNOVATION AND IMPACT

  • Idania Ochoa

    ENGAGEMENT
    MANAGER

  • Elizabeth Piper

    DIRECTOR OF FISCAL
    MANAGEMENT & LEARNING

  • Christina Ramos

    ADMINISTRATIVE
    ASSISTANT

  • Cynthia Randall

    PROGRAM
    MANAGER

  • March Runner

    OREGON STATE
    DIRECTOR

  • Jake Schutz

    PROGRAM
    COORDINATOR

  • Wendy Talley

    PROGRAM DIRECTOR
    OF COMMUNITY ENGAGEMENT

  • Mindy Velasco

    CALIFORNIA STATE
    DIRECTOR

  • Merriet Walker

    FISCAL SPONSORSHIP
    MANAGER

  • Crystal Watson

    DEPUTY
    EXECUTIVE DIRECTOR

Board of Directors

  • Richard R. Ramos

  • Yves Mombeleur

  • Raymond Kirkland

  • Richard Morales

  • Guillermo Sandoval

  • Theresa Martinez

  • Hassan Latif

  • Natalie Ramos

  • Kotchi Prosper

Where We Work

FAQs

  • Not all intermediaries are the same. The LCCL identifies itself as a “Community Facing Intermediary”. Meaning, the LCCL exists to advance resource equity and community well-being predominantly in marginalized communities of color and rural communities that are traditionally overlooked, under-resourced and dismissed as inconsequential contributors to the health and safety ecosystem of their own community. A Community Facing Intermediary is not a simple pass-through entity but a key partner in solving common issues such as;

    • Inadequate community and faith-based organizations (CFBOs) grant writing skills and experience with public and private funding,

    • Inadequate CFBO infrastructure for program and fiscal reporting to comply with grant requirements,

    • CFBOs getting screened out of the competitive process because of being deemed “high risk” on financial readiness assessments,

    • Challenges CFBOs face with cost reimbursement arrangements, cash flow issues and the resulting financial instability,

    • CFBO’s lack of experience with cost allowability, program budgeting and cash forecasting, cost allocation methodology and having adequate back-up documentation for expenses,

    • Underdeveloped CFBO organizational capacity that inhibits stability and long-term growth,

    • Historic exclusion of CFBOs from government leaders, policy makers and participatory decision making,

    • Dialogue between CFBOs and government agencies that is monopolized by a few loud voices that may not represent the broader community, nuance and spectrum of opinions on a topic, and

    • Breaking down silos between CFBOs and the lack of ecosystem cohesion between CFBOs and government entities.

    A Community Facing Intermediary intentionally practices building a CFBO’s influence, leadership, independence and sustainability. Rather than transactional, it is relational and transformative. Rather than acting as gatekeepers they are bridge builders. As a Community Facing Intermediary the LCCL does not require membership, fees, conformance to a prescribed curricula or rigid approach to serving community. The primary characteristics that LCCL looks for in people and organizations is a strong and authentic connection to the community they serve, competency and experience addressing a pressing social issue, a commitment to learn and grow, and willingness to earnestly partner with the LCCL and other community stakeholders.