Oakland Public Education Fund

The Oakland Public Education Fund leads the development and investment of community resources in Oakland public schools so that all students can learn, grow, and thrive.

aka Oakland Schools Foundation   |   Oakland, CA   |
GuideStar Charity Check

Oakland Public Education Fund

EIN: 43-2014630


The Oakland Public Education Fund leads the development and investment of community resources in Oakland public schools so that all students can learn, grow, and thrive.

Ruling year info


Interim Executive Director

Ms. Alexandria Medina

Main address

P.O. Box 71005

Oakland, CA 94612 USA

Show more contact info



Subject area info


Elementary and secondary education

Population served info

Children and youth

NTEE code info

Fund Raising and/or Fund Distribution (B12)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

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

Tax forms



Programs and results

What we aim to solve

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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?

Oakland Public Education Fund

The Ed Fund is the only organization focused on raising money for all Oakland public schools. We create and support partnerships that lead to great outcomes for kids. We rally people around our public schools.

Population(s) Served
Children and youth

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of volunteers

This metric is no longer tracked.
Totals By Year
Related Program

Oakland Public Education Fund

Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

Total number of volunteers who participated in a given year

Total number of grants awarded

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

Total number of A to Z grants awarded to Oakland educators in a given year

Total dollar amount of grants awarded

This metric is no longer tracked.
Totals By Year
Related Program

Oakland Public Education Fund

Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

The dollar amount of A to Z grants awarded to Oakland educators

Number of fiscal sponsor applicants sponsored

This metric is no longer tracked.
Totals By Year
Related Program

Oakland Public Education Fund

Type of Metric

Input - describing resources we use

Direction of Success


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.

Over the past decade, with support from community partners across civic, philanthropic, and business sectors, the Oakland Public Education Fund (Ed Fund) has helped schools and the Oakland Unified School District (OUSD) increase resources needed to develop high-quality educational programs. Our mission is to lead the development and investment of community resources in Oakland’s public schools so that all students can learn, grow, and thrive. We focus on those furthest from opportunity, because kids who come to school with less need more.

We address the resource disparity among Oakland schools and students in several ways: the A-Z Fund, fiscal sponsorship for schools, and donations of materials and supplies to meet immediate needs. The A- Z Fund raises money to distribute back to schools that have high rates of students in poverty and do not have strong parent fundraising infrastructure. We raise funds for this program through an annual gala, online campaigns, local events, and philanthropic partnerships.

Our fiscal sponsorship services provide infrastructure to underresourced schools. We provide them with a way to conduct online fundraising and help them manage their resources through the Ed Fund.

Finally, we are a nimble partner in responding to material needs of students. We have mobilized donors and volunteers to provide coats to newcomers, backpacks to low-income students, and for other time-sensitive campaigns.

We have a strong relationship with the Oakland school district which enables us to leverage our respective strengths in fundraising, communications, and community engagement. Additionally, we possess active and reciprocal partnerships with leaders in the technology sector, including Salesforce and Intel. Our tech partners have brought more traditionally underrepresented students into the STEM field through increased exposure to computer science, quality math instruction, and mentoring.

We also mobilize people to support Oakland schools through the Oakland Schools Volunteer (OSV) program. In a school environment where employee attention is stretched in many different directions, community involvement is an essential resource for enabling students to access a great education. OSV is the single entry point for community members wanting to volunteer in Oakland schools. Since its inception, OSV has screened, trained, and placed over 520 community members in Oakland public schools to serve as weekly tutors or classroom aides, as well as cleared over 2,500 parents/guardians to volunteer in their children’s school. We have also engaged over 1,500 community members in our onetime volunteer events, which include: Back to School Support, the African American, Latinx, and Asian American Literature Read-In
Weeks, and Computer Science Education Week.

OSV also houses Oakland’s Adopt-a-School Program where we match local businesses with schools to support them through group volunteer projects that give employees a way to have hands- on experience at the school site and develop a personal connection to Oakland schools. Some of the ways that schools have benefited from this program are back-to-school clean up days, teacher appreciation events, career days, eyeopening field trips, and mentorship. The Ed Fund serves as the intermediary between the business and the school site. This is an important role to prevent the breakdown of partnerships like these due to neither entity having the time or staff to dedicate to organizing events. We bridge this gap by assigning Ed Fund staff to convene representatives from the school and business partner to plan events for the year and
provide the logistical support needed to ensure their success.

The Ed Fund has a strong track record of successful implementation of programs, events, funder cultivation, and business development. Our staff is organized into three principle areas: operations/finance, development, and programs. Each of these teams works together to achieve the goals of resource equity, stronger partnerships, and community engagement.

This is where we will include accomplishments...x

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Community meetings/Town halls, Constituent (client or resident, etc.) advisory committees,

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve,

  • What significant change resulted from feedback?

    In recent months significant changes were made to both the board and to senior leadership of the organization based on months of in depth focus groups and interviews with key stakeholders, community partners, and funders. We implemented a client service email policy to address client emails in a more timely manner.

  • With whom is the organization sharing feedback?

    Our staff, Our board, Our funders, Our community partners,

  • How has asking for feedback from the people you serve changed your relationship?

    By implementing the stakeholder survey we made our stakeholders feel heard and gave them a platform for them to do so. We took into consideration each of their feedback and are taking the necessary steps to improve our client services and improving our communication.

  • Which of the following feedback practices does your organization routinely carry out?

    We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive,

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback,


Oakland Public Education Fund
Fiscal year: Jul 01 - Jun 30
Financial documents
2021 2021 Audited Financial Statement 2019 FY19 Audited Financials 2018 17-18 Audited Financials 2016
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2020 info

SOURCE: IRS Form 990


Average of 8.26 over 10 years

Months of cash in 2020 info

SOURCE: IRS Form 990


Average of 8.5 over 10 years

Fringe rate in 2020 info

SOURCE: IRS Form 990


Average of 15% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

Source: IRS Form 990 info

Oakland Public Education Fund

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990

Fiscal year ending: cloud_download Download Data

Oakland Public Education Fund

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Oakland Public Education Fund

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990

This snapshot of Oakland Public Education Fund’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2016 2017 2018 2019 2020
Unrestricted surplus (deficit) before depreciation $1,887,475 $1,097,947 -$3,532,586 $1,630,406 -$1,135,529
As % of expenses 10.6% 5.3% -14.2% 6.3% -4.5%
Unrestricted surplus (deficit) after depreciation $1,887,475 $1,097,947 -$3,532,586 $1,630,406 -$1,135,529
As % of expenses 10.6% 5.3% -14.2% 6.3% -4.5%
Revenue composition info
Total revenue (unrestricted & restricted) $21,581,808 $21,491,073 $30,298,927 $29,092,740 $34,420,175
Total revenue, % change over prior year 175.6% -0.4% 41.0% -4.0% 18.3%
Program services revenue 7.6% 11.2% 8.6% 9.5% 8.5%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.2% 0.2% 0.4% 1.1% 0.6%
Government grants 0.3% 0.6% 0.4% 0.6% 0.5%
All other grants and contributions 91.2% 87.8% 90.6% 88.7% 90.2%
Other revenue 0.6% 0.2% 0.0% 0.1% 0.1%
Expense composition info
Total expenses before depreciation $17,737,006 $20,795,592 $24,863,389 $25,733,899 $25,233,366
Total expenses, % change over prior year 231.2% 17.2% 19.6% 3.5% -1.9%
Personnel 20.6% 23.5% 27.2% 27.0% 25.2%
Professional fees 21.1% 22.3% 18.1% 18.4% 11.0%
Occupancy 0.4% 1.4% 1.1% 1.9% 1.0%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 46.8% 37.4% 41.4% 41.2% 46.4%
All other expenses 11.1% 15.4% 12.2% 11.5% 16.4%
Full cost components (estimated) info 2016 2017 2018 2019 2020
Total expenses (after depreciation) $17,737,006 $20,795,592 $24,863,389 $25,733,899 $25,233,366
One month of savings $1,478,084 $1,732,966 $2,071,949 $2,144,492 $2,102,781
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $19,215,090 $22,528,558 $26,935,338 $27,878,391 $27,336,147

Capital structure indicators

Liquidity info 2016 2017 2018 2019 2020
Months of cash 8.5 7.9 11.7 8.8 10.4
Months of cash and investments 8.5 7.9 11.7 10.2 10.4
Months of estimated liquid unrestricted net assets 2.1 2.4 0.3 1.0 0.5
Balance sheet composition info 2016 2017 2018 2019 2020
Cash $12,516,969 $13,613,429 $24,196,462 $18,966,825 $21,811,707
Investments $0 $0 $0 $2,928,942 $0
Receivables $6,905,127 $4,196,750 $2,845,950 $3,015,662 $11,493,174
Gross land, buildings, equipment (LBE) $35,730 $9,214 $0 $0 $0
Accumulated depreciation (as a % of LBE) 100.0% 100.0% 0.0% 0.0% 0.0%
Liabilities (as a % of assets) 40.5% 18.5% 27.2% 14.0% 6.4%
Unrestricted net assets $3,038,767 $4,136,714 $604,128 $2,234,534 $1,099,005
Temporarily restricted net assets $8,548,923 $10,472,280 $19,440,404 $19,843,522 N/A
Permanently restricted net assets $0 $0 $0 $0 N/A
Total restricted net assets $8,548,923 $10,472,280 $19,440,404 $19,843,522 $30,165,860
Total net assets $11,587,690 $14,608,994 $20,044,532 $22,078,056 $31,264,865

Key data checks

Key data checks info 2016 2017 2018 2019 2020
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

Interim Executive Director

Ms. Alexandria Medina

Alexandria brings over 18 yrs of experience in designing alternative education experiences to youth across the Bay Area. She has a solid background in program design and coordination for growth, with strong emphasis in partnerships and initiatives. Experienced in results based accountability practices including leading data inquiry and improvement processes. Relationship builder across communities and nurturing public relationships. Expert in hiring and human resources practices across non-profit and state systems. Ability to work with diverse cultures and socioeconomic groups in recreation, social and academic settings. Skilled in developing, training and implementing research-based social emotional learning, group development, academic, nutrition, fitness, service learning, and enrichment programming as well as California Standards based curriculum. She is a graduate of UC Berkeley and earned a Masters in Educational Leadership from Cal State East Bay.

Number of employees

Source: IRS Form 990

Oakland Public Education Fund

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

Oakland Public Education Fund

Highest paid employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Oakland Public Education Fund

Board of directors
as of 01/23/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Ms. Marjorie Goux


Term: 2020 - 2023

Helen Bulwik

Retired, Pacific Art Group

Rupa Chandra Gupta

Sown to Grow

Loraine Binion

UC Berkeley

John Palmer

Orrick, Herrington & Sutcliffe LLP

Cari Jacobs-Crovetto


Wilbur Hobbs

Retired, Community Bank of the Bay

Landon Baines

Heritage Bank of Commerce

Dawn Taketa Riordan


Thais Rezende


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 1/23/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation

No data


No data

Equity strategies

Last updated: 05/19/2020

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.


Fiscal year ending
There are no fundraisers recorded for this organization.