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.
Oakland Public Education Fund
EIN: 43-2014630
Mission
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
2003
Interim Executive Director
Ms. Alexandria Medina
Main address
P.O. Box 71005
Oakland, CA 94612 USA
EIN
43-2014630
Education
Elementary and secondary education
Population served
Children and youth
NTEE code
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
Communication
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
Our programs
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.
Where we work
External reviews
Our results
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
Increasing
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
Increasing
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
Increasing
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
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
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.
What are the organization's key strategies for making this happen?
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.
What are the organization's capabilities for doing this?
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.
What have they accomplished so far and what's next?
This is where we will include accomplishments...x
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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,
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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,
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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.
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With whom is the organization sharing feedback?
Our staff, Our board, Our funders, Our community partners,
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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.
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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,
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback,
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
10.83
Months of cash in 2020 info
10.4
Fringe rate in 2020 info
15%
Funding sources info
Assets & liabilities info
Oakland Public Education Fund
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
Oakland Public Education Fund
Balance sheetFiscal 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: 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 |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
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 employeesSOURCE: IRS Form 990
Compensation data
Oakland Public Education Fund
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Oakland Public Education Fund
Board of directorsas of 01/23/2023
Board of directors data
Ms. Marjorie Goux
RODAN + FIELDS
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
Torch
Wilbur Hobbs
Retired, Community Bank of the Bay
Landon Baines
Heritage Bank of Commerce
Dawn Taketa Riordan
IDEO U
Thais Rezende
Build
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 05/19/2020GuideStar 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.
- 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.
Contractors
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