Agriculture, Food, Nutrition



aka CFPA

Oakland, CA


California Food Policy Advocates is a statewide public policy and advocacy organization dedicated to improving the health and well being of low-income Californians by increasing their access to nutritious, affordable food.

Notes from the Nonprofit

For over 20 years, CFPA has been California's trusted policy advocate using a unique evidence-based, problem-to-solution methodology to increase low-income Californians' access to healthy food at home, school, work and throughout entire communities. Working towards an agenda that draws from the anti-hunger, nutrition and health movements, CFPA's advocacy efforts have led to several important policy victories, including removing the fingerprint requirement from the CalFresh application, getting fresh and free drinking water into schools and ensuring approximately 200,000 Los Angeles Unified School District children have breakfast available in the classroom. Working as both a policy leader and supportive policy ally, CFPA continues to build on its long history of success.

Ruling Year


Executive Director

George Manalo-LeClair

Main Address

1970 Broadway Suite 760

Oakland, CA 94612 USA







Cause Area (NTEE Code)

Research Institutes and/or Public Policy Analysis (K05)

Research Institutes and/or Public Policy Analysis (P05)

IRS Filing Requirement

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Social Media

Programs + Results

What we aim to solve

We working to create a healthy and hunger-free California.

Our Sustainable Development Goals

Learn more about Sustainable Development Goals.

1 2 3 10

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization


Child Nutrition

Food Environment

Where we work

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

Programmatic Priorities

Poverty, food insecurity, and poor health inflict serious, persistent harm on Californians.

From their earliest days, millions of young children in California miss out on the basic resources required for optimal growth and development.

Millions of California's school-age children do not have what they need to learn, grow, and achieve at their fullest potential.

Too many Californians work hard contributing to one of the world's strongest economies and still struggle to provide for themselves and their families.

Scores of our state's most vulnerable residents, including seniors, immigrants, veterans, and people with disabilities, are unable to make ends meet.

CFPA commits to mitigating these inequities and -- as our mission dictates -- improving the lives of low-income Californians.

To that end, CFPA will take the following actions to place its work in the context of -- and in alignment with -- movements beyond those exclusively centered on nutrition and anti-hunger efforts.

Drawing on our core understanding that there are many social, political, and economic determinants of poverty, food insecurity, and poor health, CFPA employs varied policy advocacy strategies to fulfill our mission, including -- but by no means limited to -- efforts that expand and improve the federal nutrition programs, optimizing access, participation, and nutritional quality.

We use the following criteria in our Strategy Screen to evaluate potential strategies:

Strategy Screen Criteria

Impact: does it clearly advance the mission?
Is it aligned with our mission (e.g. water – consistent with long term health)?

Does it make economic sense?
What is the investment/required?
What is the return on investment? What is the benefit/outcome/impact?

Can we do it? Is it feasible? Is it 'worth' it?
Is the risk worth taking in light of a number of uncertainties? (What is our tolerance for risk?
Can we articulate and evaluate success?

Is now the right time, broadly, for us to take this on?
Are the current circumstances going to continue?
Is there a good chance for success?

What are the likely secondary impacts?
Is the political climate right?
How will it affect key relationships? (Is it positive?)
Does it provide opportunities for further expansion?

Are we the right organization to do it?
How is it related to current work?
Brand new work will take more resources; does it enhance our current work?

Does it advance our equity agenda?

Does it advance our brand?

We bring organizational experience and success to this work. We are approaching our 25th year. Over these 25 years, we have led efforts to bring billions in food resources to struggling Californians. We have launched policy efforts that have reduced food insecurity. We have initiated pilots that have changes state and national policy.

We bring a talented staff from a variety of backgrounds who collectively have decades of advocacy efforts.

We have an engaged and informed board of directors who work throughout the field and throughout the state.

We have reach. We have staff in several communities and partners throughout the state.

We are developing measures for each of the elements of our new strategic plan.

We have made great progress in increasing participation in the federal nutrition programs and improving the quality of foods offered by these programs.

But what we haven't done is made progress at addressing the root causes of food insecurity. While the support provided by nutrition programs often helps lift people over the poverty line, it doesn't end poverty. We'd like to make contributions to the movements to end poverty.

External Reviews



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  • Address, phone, website and contact information
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The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2018, 2017 and 2016
  • A Pro report is also available for this organization.

See what's included

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization


Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?



Has the board conducted a formal, written assessment of the chief executive within the past year?



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?



Has the board conducted a formal, written self-assessment of its performance within the past three years?