Interim ED Saki Mori to
stay on temporarily during transition.
By P.C. Staff.
The Japanese American Citizens League has tapped Lilly Simmering to serve as its executive director. Her first day in the role began May 26.
Lilly Simmering
Simmering succeeds Saki Mori, who was hired as the interim ED in September. (Sept. 19, 2025 Pacific Citizen, tinyurl.com/5y5dp2sj) She took on the interim role following the departure of former JACL Executive Director David Inoue last July. (July 4, 2025 Pacific Citizen, tinyurl.com/3adamehf)
Prior to becoming JACL’s ED, Simmering had served as deputy county executive officer for California’s Orange County.
On behalf of the organization, JACL National President Larry Oda in its statement said, “We are proud to welcome Lilly Simmering as JACL’s next executive director. Lilly has led through complexity with clarity, courage, and accountability. These qualities are deeply important for JACL’s next chapter.”
In the same JACL statement, Simmering said, “I am truly humbled to be entrusted with leading such a prestigious organization as JACL. As a first-generation Hmong American, my community has long looked to the Japanese American community for inspiration and guidance on succeeding in a country where we are not the majority.
“Being part of JACL at this moment in time is still astounding to me. I hope to bring my years of government, policy, and leadership experience to ensure that JACL not only reaches its 100th year with pride and honor, but continues to blaze trails for the AAPI community for generations to come.”
The link to JACL’s announcement can be found here.
JACL will hold its National Convention this July in Las Vegas. It will mark its centennial in 2029.
Simmering Signs On
As noted above, Lilly Simmering assumed the reins of the Japanese American Citizens League on May 26 following a months-long recruitment search by Bonsai Leadership, initiated by the JACL.
Simmering, a first-generation Hmong American born in Dallas, Texas, to refugee parents Phen and Kay Vue, was raised in Tulsa, Okla., before moving to Fresno, Calif., where her father served as executive director of the Hmong Council refugee resettlement nonprofit before becoming a small farmer in California’s Central Valley.
A member of the Washington, D.C., bar, Simmering’s career stops include stints at the U.S. Department of Agriculture’s Agricultural Marketing Service, USDA Foreign Agricultural Service, Boeing Capital Corp. and a nearly 10-year career with the County of Orange, Calif., where she led major countywide initiatives including the establishment of the county’s Office of Sustainability and Office of Immigration and Refugee Affairs.
Simmering spoke exclusively with Pacific Citizen Executive Editor Allison Haramoto and Senior Editor George Johnston on her first priorities and the next steps for the nearly 100-year-old civil rights organization.
PACIFIC CITIZEN: Prior to applying for the executive director post, what was your knowledge and perception of the JACL?
LILLY SIMMERING: Although I grew up in Fresno, Calif., where the Japanese American farming community has long been a strong partner to Southeast Asian farmers like my family, I knew very little about the JACL. I knew the Japanese American community was close-knit and served as a “big brother” or “big sister” to my community, helping us navigate challenges and opportunities, but I never fully understood why.
When I was approached about applying for the position, I reached out to close Japanese American friends across multiple generations. They were excited that I was considering the opportunity and helped me learn about the history of the JACL while also sharing their own perspectives on the organization. Through those conversations, I came to better understand the foundation of that strong sense of community I had observed growing up.
My perception of the JACL was shaped by how relatable its history, mission and challenges felt to me. . . . I was especially impressed that the JACL has endured for nearly 100 years, sustained largely through community support like the San Benito County JACL, who I understand is the oldest continuous operating chapter. The ability to unite and serve a community of this size across the United States — and even Japan — is truly remarkable.
P.C.: How did you learn about this job opportunity? And what attracted you to apply for this position?
SIMMERING: I was approached by Bonsai Leadership, the recruiting firm retained by the National Board. About two years ago, while I was still in government service, I had shared with a friend there that I was ready to eventually return to the nonprofit sector, where my family’s roots are.
My father spent his career serving refugee and immigrant communities through Catholic Charities, the Hmong Council and later his own nonprofit supporting Southeast Asian farmers in Fresno. Watching him navigate government systems is part of what led me into public service. I wanted to better understand how government worked so I could be a stronger advocate for communities.
After nearly 20 years in government, I felt ready to bring that experience back to the nonprofit world. I did not take the opportunity lightly, especially knowing the JACL’s important role in the Japanese American community and in civil rights. But I also felt that if I was going to use everything I had learned over the years, this was the moment to do it — not when the work is easy but when it is most needed.
P.C.: July’s upcoming National Convention will elect a new National Board. As you will also be in your first few months as executive director, the organization has a real opportunity for a “reset.” Can you provide bullet points, whether it’s three, five or 10, that you believe should be the organization’s first priorities and why?
SIMMERING: Priority 1: Strengthen JACL’s operations. A strong organization starts with strong operations. One of my first priorities is ensuring that JACL’s systems, processes and governance are efficient, compliant and positioned for long-term success. From IT infrastructure to program delivery, I want JACL to be a well-run organization that can make decisions effectively and implement them quickly. Strong administration may not always be visible, but it is the foundation that makes everything else possible.
Priority 2: Build long-term financial sustainability. I understand that financial sustainability is a top concern for many members. My primary focus this year will be strengthening development efforts and diversifying revenue sources so that JACL is well-positioned for the future. Working alongside staff, the National Board, districts, chapters and community partners, I hope to develop a clear strategic vision that helps us grow support, deepen partnerships and ensure that JACL remains strong for the next 100 years. My goal is for JACL’s impact and support to extend beyond the Japanese American community while remaining firmly rooted in its history and mission.
Priority 3: Reinvigorate the JACL brand. JACL has an extraordinary legacy as the nation’s oldest Asian American civil rights organization, yet many people are unfamiliar with the depth of its history and impact. We need to clearly define who we are, what we stand for and why our work matters today.
JACL has tremendous strengths to build upon — from its leadership in advancing civil rights to the Pacific Citizen, the oldest Japanese American vernacular that continued to print in Salt Lake City even in the face of adversity and earned a Pulitzer Prize nomination and finally all the way to the rich history of the Japanese American community itself.
By telling that story more effectively, we can engage new generations, attract new supporters and ensure JACL remains a recognizable and respected voice for civil rights and the preservation of Japanese American heritage.
P.C.: JACL is facing declining membership and an ever-widening financial deficit. How do you plan to strengthen its financial sustainability while also attracting younger and more diverse members?
SIMMERING: I believe those two challenges are closely connected. JACL’s long-term financial sustainability depends on our ability to attract younger and more diverse members while continuing to serve and value our existing membership.
What I have observed, both personally and professionally, is that younger generations often connect with culture first. In my own family, my daughters were drawn to learning Japanese through anime, manga and a desire to travel and engage with other cultures. Through Japanese language school, however, they also became connected to the Japanese American community, its history and the friendships and relationships that come with it.
That experience reinforced something important for me: People join and stay involved in communities where they feel a sense of belonging. JACL has a tremendous opportunity to meet people where their interests begin — whether through culture, heritage, education or civil rights — and then connect them to the broader mission and community. If we can do that successfully, membership growth and financial sustainability will follow.
P.C.: With the recent departure of Chief Financial Officer Tom Fernandez, as well as the staffing layoffs of several longtime employees in the past year, what hires for what positions do you see yourself making, and what is the timeline?
SIMMERING: First and foremost, I was really sad to see Tom go, but I understand and respect his reasons. Secondly, I would like to hire a director of development. I understand this was a position that was approved at the last National Convention and has yet to be filled. If one of my priorities is to build long-term financial sustainability, then a director of development is essential. Ideally, I would like to fill the position by fall, but with a new board coming on, I want to consult with them and ensure alignment on the path forward before initiating.
P.C.: These staffing reductions have also raised concerns about organizational capacity. How do you intend to balance limited resources with the growing demands of advocacy, education and community engagement?
SIMMERING: That is a fair concern. In my first two weeks, I made it a priority to meet with every staff member — both national and Pacific Citizen — and it is clear that everyone, including board members, is working hard and wearing multiple hats. I have encouraged staff to be innovative and creative in how we meet these demands because, right now, it truly is an all-hands-on-deck effort. Titles matter less than teamwork, and everyone has a role to play.
That said, this approach is only sustainable for so long. We need a strategic plan with clear goals and priorities so we can focus our limited resources where they will have the greatest impact. I do not believe JACL needs to be everything to everyone, but it does need to be meaningful to everyone — and exceptional at the things it chooses to do.
P.C.: Considering the current uncertain state of the country, what role do you believe JACL should play in addressing issues regarding civil rights, immigration and diversity initiatives?
SIMMERING: JACL absolutely has a role to play in addressing these issues. It is central to our mission and one of the reasons the organization was founded. I believe the founders were incredibly insightful in pairing the preservation of Japanese culture and heritage with a civil rights mission because both ultimately begin with education and understanding. The more we learn about one another’s histories, cultures and experiences, the stronger our communities become. What I see happening today is a redefinition of civil rights, immigration and diversity. I believe the best response is education grounded in lived experience. JACL has a treasure trove of stories, history and firsthand knowledge that can help people better understand these issues and why they continue to matter today.
P.C.: What are your thoughts on coalition-building with other communities?
SIMMERING: I am a huge supporter of coalition-building with other communities. I believe in strengths in numbers. And every number equals a vote and that is powerful.
P.C.: As the organization prepares to approve a new biennial budget, what areas do you see where JACL can save money?
SIMMERING: I wish I could provide a better answer. I’ve reviewed the budget but unfortunately because I started so late in the fiscal year, I don’t have the institutional knowledge to make a concrete statement. I’m looking forward to the budget discussions at convention to get a better understanding.
P.C.: Previous JACL executive directors have worked either in its San Francisco headquarters or in Washington, D.C. How do you plan to contribute to JACL’s mission should you remain based in the Southern California area? Will you be telecommuting to the two offices on a regular basis?
SIMMERING: Yes, I plan to not only be at those two offices more regularly but also out with the districts. I hope to be able to be out in person in each district at least twice per year and if possible, eventually get around to the chapters. I don’t believe in running an organization from Zoom. Having said all this, I also want to be mindful of travel costs to the organization, so I think it’s safe to say that I am officially putting a call out to all the district governors to identify at least two opportunities to visit in person this year.
P.C.: What were the circumstances that led to your Aug. 14, 2024, resignation from Orange County as its deputy county executive officer, and, after being hired shortly thereafter by the Los Angeles Homeless Services Authority, why you resigned after less than two weeks in that position?
SIMMERING: My resignation from Orange County was not related to the fraud investigation involving Supervisor Andrew Do. I was never a subject of that investigation, nor of the county’s subsequent forensic audit. In fact, the audit found that county staff were pressured by the supervisor to approve contracts they were uncomfortable with; none of those employees reported to me.
I left Orange County because, after nearly 10 years of public service — including work on homelessness, Covid response, two County Service Centers, the County’s first Office of Sustainability and the Office of Immigrant and Refugee Affairs — I was ready for a new chapter. Exactly a week after my CEO retired in July, I informed the interim CEO that I planned to leave by the end of the summer and formally submitted my resignation in August, giving the incoming CEO the opportunity to build their own leadership team.
I later joined LAHSA because of my experience leading innovative homelessness initiatives, including developing the nation’s first homeless date integration system under California’s AB 210 framework. Before accepting the position, I was transparent with LAHSA leadership about the situation in Orange County and made clear that if it ever became a distraction from the agency’s mission, I would step aside. When I learned an article was being prepared that could shift attention away from the work of serving people experiencing homelessness, I chose to resign.
P.C.: As JACL approaches its 100th anniversary in 2029, what is your vision for the organization, and what steps do you believe are necessary to ensure that it remains relevant and impactful for future generations?
SIMMERING: My vision for JACL is that it remains one of the most respected and influential voices for civil rights and the Japanese American community in the country. I want JACL to be the organization that government leaders, media outlets, academics and community partners turn to for trusted expertise and perspective.
I want us to always have a seat at the table — not because we are the loudest voice in the room, but because we are among the most credible, thoughtful and effective. Our history, our lived experiences and our commitment to education give us a unique ability to help people understand both the challenges of the past and the issues facing our communities today.
At the same time, I want JACL to be a strong, well-run organization that consistently delivers on its promises, grows its impact and continues to elevate the Pacific Citizen as one of the leading publications covering Japanese American issues and perspectives.
Ultimately, I want JACL to enter its second century stronger than ever — rooted in heritage, relevant to new generations and trusted to help shape the conversations that matter most.
This article has been edited due to space considerations.