Nourish California

Advocacy, Equity, Food For All

aka CFPA   |   Oakland, CA   |  www.nourishca.org

Mission

Nourish California 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 info

1992

Executive Director

George Manalo-LeClair

Main address

1970 Broadway, Suite #760 Suite 760

Oakland, CA 94612 USA

Show more contact info

Formerly known as

California Food Policy Advocates

EIN

94-3163142

NTEE code info

Research Institutes and/or Public Policy Analysis (K05)

Research Institutes and/or Public Policy Analysis (P05)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

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

Our programs

SOURCE: Self-reported by organization

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

CalFresh

Over the next three years, CFPA will prioritize work that helps to ensure the following.

A. CalFresh is a critical component of health coverage, health care, and healthy lifestyles;
B. Enrolling and participating in CalFresh is straightforward and consistent for individuals and families across the state;
C. The CalFresh brand reduces stigma and enhances the public image of CalFresh. "CalFresh” becomes the name predominately used by policymakers and participants;
D. In-reach to other public benefit programs increases CalFresh participation;
E. Data are a primary factor driving CalFresh policy decisions, particularly at the state level;
F. Feedback from CalFresh applicants and participants is a primary factor driving CalFresh policy decisions, particularly at the state level; and
G. Strategic alliances between CalFresh stakeholders increase CalFresh participation and optimize the benefits of CalFresh participation.

Population(s) Served
Economically disadvantaged people

Over the next three years, CFPA will prioritize work that helps to ensure the following.

A. The federal Child Nutrition Programs are an essential component of the school day and child care settings;
B. California’s implementation of the Healthy, Hunger-Free Kids Act (S.3307) will increase participation in the federal Child Nutrition Programs and will improve the foods served through those programs in schools and child care settings;
C. The federal Child Nutrition Programs are recognized as healthful, appealing, and palatable nutrition resources;
D. Data drive CFPA’s policy and programmatic decision making with respect to child nutrition;
E. Stakeholder input informs CFPA’s policy and programmatic decision making with respect to child nutrition; and
F. CFPA builds stronger strategic alliances with child nutrition stakeholders to increase program participation and optimize the benefits of program participation.

Population(s) Served
Economically disadvantaged people

We are committed to using our expertise and experience with the federal nutrition programs to help guide our work in related food environments.

Over the next three years, CFPA will prioritize work that helps to ensure the following.
A. CFPA identifies and pursues opportunities to improve the food environments that impact populations who participate in or could benefit from the federal nutrition programs;
B. The environments on and around school campuses limit access to unhealthful food options and promote healthful food options;
C. The environments within licensed child care settings promote sound nutrition and limit the availability of unhealthful foods;
D. Data drive CFPA’s policy and programmatic decision making with respect to food environments;
E. Stakeholder input informs CFPA’s policy and programmatic decision making with respect to food environments; and
F. CFPA builds stronger strategic alliances with food environment stakeholders to increase access to healthful foods and decrease access to unhealthful foods.

Population(s) Served
Economically disadvantaged people

Where we work

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

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 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.

Financials

Nourish California
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
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  • Compare nonprofit financials to similar organizations

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Nourish California

Board of directors
as of 2/18/2021
SOURCE: Self-reported by organization
Board co-chair

Michael Flood

Los Angeles Regional Food Bank

Term: 2018 - 2020


Board co-chair

Charlotte Bergheimer

Valerie Ruelas, MSW, LCWS

Children's Hospital Los Angeles

Michael Flood, MBA

Los Angeles Regional Food Bank

Allen Ng, MBA

USDA (retired)

Dena Herman

Department of Family and Consumer Services

Charlotte Bergheimer, MS

Children's Oncology Group

Baraka Floyd, MD

Stanford University

Vanessa Lieu

San Francisco Unified School District

Raymond Perry, MD

Hubert Humphrey Comprehensive Health Center

Emma Steinberg, MD

Kaiser Permanente

Ali Taghavi, MPA, MA

Communications and Sustainability Management Analyst

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    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? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 11/02/2020

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data