CALIFORNIA FORWARD
CALIFORNIA FORWARD
EIN: 26-0566540
Mission
California Forward (CA FWD) leads a statewide movement, bringing people together across communities, regions and interests to improve government and create inclusive, sustainable growth for everyone. A 501(c)(3) organization, CA FWD drives collective action to identify solutions that can be taken to scale to meet the challenges the state is facing. The organization is driven by the belief that this collective action will help ensure the economic, environmental, and social prosperity of all people. It has a sister organization, the California Forward Action Fund, that engages in aligned lobbying and advocacy activities. CA FWD serves as the backbone for the California Stewardship Network, an alliance of regional leaders, and is the host of the California Economic Summit.
Ruling year
2008
CEO
Dr. Micah Weinberg
Main address
925 L Street Suite 600
Sacramento, CA 95814 USA
EIN
26-0566540
Public affairs
Civic participation
Voter education and registration
Community and economic development
Population served
Adults
NTEE code
Public, Society Benefit - Multipurpose and Other N.E.C. (W99)
Community Improvement, Capacity Building N.E.C. (S99)
Voter Education/Registration (R40)
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
Affiliations
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
California, the world’s fifth largest economy and a state known for innovation, is also home to significant challenges. From having the highest rate of real poverty in the country to disastrous wildfires to systemic social, racial, and geographic inequities, California harbors tremendous barriers for many to achieve shared prosperity and the California Dream.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
California Economic Summit
Co-hosted by the California Stewardship Network and grounded in triple-bottom-line solutions, the Summit is a vehicle to put forth policy recommendations that transform regions, including initiatives that create more homes, more skilled workers, and more quality jobs.
From preparing a 21st century workforce, ensuring equitable homeownership, and bridging the digital divide to creating ecosystems and climate resiliency, the Summit is the only space of its kind to provide a platform to showcase inclusive, regional economic development efforts to a broad range of stakeholders, influencers, and powerbrokers, including the governor, legislators, and investors. Leaders across all sectors, industries, and regions come together at the Summit to propel solutions-oriented, bipartisan collaboration that moves the state forward.
Young Leaders Advisory Council
The California Forward Young Leaders Advisory Council is comprised of Californians ages 16-24 from diverse backgrounds and social identities who are committed to intergenerational collaboration. The Council is poised to address both regional and statewide issues that greatly impact the next generation through advocacy, civic engagement, coalition building, and policy development. The Council is constructing a future of equity and opportunity for all Californians.
California Dream Index
The California Dream Index consists of 10 trackable outcome measures that influence economic security, mobility, and inclusion through a common platform. The California Dream Index offers regions an "apples to apples" comparison across the state. Through the California Dream Index, local, regional, and state leaders have access to both a shared platform of measurement tools and a community of practice that spurs policy and collective action across the state.
Becky Morgan Steward Leadership Program
The Becky Morgan Steward Leadership Program invites local leaders to deepen their understanding of regional and statewide policy issues, hone their decision-making skills, and unite with other leaders to learn, grow, and change California. The learning objectives of the program aim to develop an awareness and commitment to practicing stewardship, building coalitions, leading consciously, and incorporating triple-bottom-line approaches into community-based solutions and decision-making.
California Stewardship Network
The California Stewardship Network (CSN) is an alliance of regional leaders who are committed to improving government and creating inclusive, sustainable growth for all. CSN organizations lead innovative regional solutions that can be scaled up to solve some of our state’s most pressing economic, environmental, and social well-being challenges. By creating thriving regions, we can ensure a thriving state.
Where we work
External reviews
Photos
Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of people who attended the California Economic Summit
This metric is no longer tracked.Totals By Year
Related Program
California Economic Summit
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
2022 Impact: 863 people networking, sharing, learning, and moving policies forward in the state.
Percentage of First-Time Summit Attendees
This metric is no longer tracked.Totals By Year
Related Program
California Economic Summit
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
2022 Impact: 70% of registrants were first-time attendees
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?
California Forward drives collective action to bring people together across communities, regions, and interests to identify triple-bottom-line (economy, environment, equity) solutions that can be taken to scale to meet the challenges the state is facing; improve government; and create inclusive, sustainable growth for everyone.
What are the organization's key strategies for making this happen?
California Forward works closely with cross-sector partners throughout the state to improve economic, environmental, and equitable outcomes for the people of California. California Forward carries out this work through a core set of institutional assets that include the California Stewardship Network (a diverse alliance of regional leaders), the California Economic Summit and associated policy work groups (California Forward’s signature event fostering cross-sector collaboration and elevating state and regional policy initiatives), the Young Leaders Advisory Council (representing youth and young adult voices throughout the state), and the Becky Morgan Steward Leadership Program (a leadership development program for rising professionals). All residing under the umbrella of California Forward, these entities are focused throughout the year on creating a more inclusive and prosperous California for all. In addition, California Forward houses the California Dream Index, a data platform that tracks progress toward a more equitable California utilizing 10 indicators for economic mobility, security, and inclusion.
What are the organization's capabilities for doing this?
California Forward has extensive experience in areas such as engaging in collective action, building coalitions, hosting convenings, conducting research, and providing policy expertise and technical assistance—all of which contribute to moving the policy needle forward to create inclusive and sustainable impact within the state’s different regions.
We start with the evidence:
The data gathered by the California Dream Index serves as our “North Star,” allowing us to track economic mobility and keep ourselves and others accountable for progress.
We use a regional approach:
We center our work with partners across California’s diverse regions, with a focus on solutions that balance equity, environmental sustainability, and economic growth.
We build collaborative policy solutions:
Through the California Economic Summit and our work groups, we lift up policy agendas and recommendations that will
be advanced throughout the year. We share these recommendations in our annual Roadmap to Shared Prosperity.
We take action to advance policy:
We work with multi-sector partners across the state to advance these policy solutions aimed at giving more Californians the opportunity to thrive. When appropriate, we move policy recommendations forward through our sister advocacy organization, the CA FWD Action Fund.
What have they accomplished so far and what's next?
California Forward, with support from our partners, networks and work groups, continues to advance collective action work that is moving the policy needle forward within interconnected issue areas ranging from homeownership expansion to climate resilience to workforce development.
Throughout the state’s different regions, California Forward also continues to collaborate with California Stewardship Network partners and other stakeholders to identify and elevate inclusive regional economic development priorities through strategic convenings and planning sessions, including those connected to the State's Community Economic Resilience Fund.
Other recent accomplishments include:
In 2022, CA FWD partnered with the Newsom Administration and former Los Angeles mayor and current California Infrastructure Advisor, Antonio Villaraigosa, on a statewide infrastructure project to ensure federal funding is maximized in communities and regions across California. Although the partnership is ongoing, it has already produced significant outcomes, including vital recommendations captured from the 30+ roundtables and 20+ thought leader listening sessions convened in 13 regions, on Zoom, and at the 2022 California Economic Summit, that will continue to inform statewide public policy and boots-on-the-ground efforts.
In 2021, CA FWD was selected by the State Treasurer’s Office to design the framework for the California Dream for All program (AB 140). This program addresses inequities in BIPOC homeownership and wealth accumulation.
The road ahead:
CA FWD is excited about the road ahead. From advancing inclusive, regional economic development plans
and investments across the state to advocating for the equitable distribution of federal infrastructure
funding to standing up a statewide advisory council of leaders to broaden access to pragmatic policy and
practice, CA FWD will continue to engage a very diverse group of state, regional and local stakeholders to
establish common ground and a productive way through California’s most difficult challenges.
We have a reputation for convening "middle tables" that bring divergent schools of thought and approaches closer together to spur collaboration, out-of-the-box thinking and common-sense solutions that position all of us who love this great state to organize with—instead of against—each other. When addressing the complex issues of the regions, the most transformative path forward has rarely been to the right or left; rather, it is often through the middle. CA FWD will continue to hold the space and extend an open invitation to local, regional and state
stakeholders curious and courageous enough to meet us in the middle where we can collectively move California forward.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
7.33
Months of cash in 2020 info
5.2
Fringe rate in 2020 info
11%
Funding sources info
Assets & liabilities info
CALIFORNIA FORWARD
Revenue & expensesFiscal Year: Jul 01 - Jun 30
SOURCE: IRS Form 990
CALIFORNIA FORWARD
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 CALIFORNIA FORWARD’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 | -$307,677 | -$183,228 | $23,013 | $32,653 | $371,301 |
| As % of expenses | -12.7% | -6.7% | 0.9% | 1.5% | 11.7% |
| Unrestricted surplus (deficit) after depreciation | -$313,983 | -$187,072 | $19,963 | $32,070 | $369,867 |
| As % of expenses | -12.9% | -6.8% | 0.8% | 1.5% | 11.6% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $931,357 | $2,152,693 | $2,673,084 | $4,548,441 | $2,515,467 |
| Total revenue, % change over prior year | -72.2% | 131.1% | 24.2% | 70.2% | -44.7% |
| Program services revenue | 18.3% | 30.3% | 46.0% | 16.3% | 13.8% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.1% |
| Government grants | 8.3% | 3.3% | 1.7% | 1.3% | 4.8% |
| All other grants and contributions | 73.4% | 66.4% | 52.9% | 82.2% | 81.3% |
| Other revenue | 0.0% | 0.0% | -0.5% | 0.2% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $2,430,224 | $2,737,792 | $2,629,039 | $2,139,569 | $3,183,460 |
| Total expenses, % change over prior year | -19.2% | 12.7% | -4.0% | -18.6% | 48.8% |
| Personnel | 43.4% | 34.7% | 30.8% | 31.1% | 44.8% |
| Professional fees | 32.7% | 34.4% | 47.8% | 48.6% | 33.0% |
| Occupancy | 5.1% | 3.4% | 1.4% | 0.3% | 0.7% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.5% | 2.9% | 1.3% | 0.1% | 1.3% |
| All other expenses | 18.3% | 24.6% | 18.7% | 19.9% | 20.1% |
| Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $2,436,530 | $2,741,636 | $2,632,089 | $2,140,152 | $3,184,894 |
| One month of savings | $202,519 | $228,149 | $219,087 | $178,297 | $265,288 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $3,419 |
| Total full costs (estimated) | $2,639,049 | $2,969,785 | $2,851,176 | $2,318,449 | $3,453,601 |
Capital structure indicators
| Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Months of cash | 5.7 | 2.1 | 2.5 | 3.4 | 5.2 |
| Months of cash and investments | 5.7 | 2.1 | 2.5 | 3.4 | 5.2 |
| Months of estimated liquid unrestricted net assets | 0.9 | 0.0 | 0.1 | 0.3 | 1.6 |
| Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
|---|---|---|---|---|---|
| Cash | $1,145,658 | $485,245 | $542,524 | $598,463 | $1,391,534 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $180,791 | $309,609 | $271,094 | $2,527,310 | $1,143,901 |
| Gross land, buildings, equipment (LBE) | $76,553 | $68,159 | $1,743 | $1,743 | $5,162 |
| Accumulated depreciation (as a % of LBE) | 89.5% | 93.9% | 19.4% | 52.9% | 45.6% |
| Liabilities (as a % of assets) | 16.5% | 31.5% | 25.9% | 3.7% | 8.2% |
| Unrestricted net assets | $193,085 | $6,013 | $25,976 | $58,046 | $427,913 |
| Temporarily restricted net assets | $971,310 | $569,439 | $590,471 | $2,966,690 | N/A |
| Permanently restricted net assets | $0 | $0 | $0 | $0 | N/A |
| Total restricted net assets | $971,310 | $569,439 | $590,471 | $2,966,690 | $1,927,396 |
| Total net assets | $1,164,395 | $575,452 | $616,447 | $3,024,736 | $2,355,309 |
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
CEO
Dr. Micah Weinberg
Dr. Weinberg is Chief Executive Officer of California Forward, a nonprofit organization that leads a movement to make the economy and government of California work for everyone in all of the state’s regions. Prior to joining CA FWD, Dr. Weinberg was President of the Bay Area Council Economic Institute, the leading think tank focused on the most critical economic and policy issues facing the Silicon Valley/San Francisco region, and was a Senior Research Fellow at New America. Dr. Weinberg’s writing has appeared in diverse outlets from the New York Times to Policy Studies Journal, and he has appeared on Fox News and NPR. Dr. Weinberg’s work focuses on increasing the dynamism, resilience and inclusiveness of communities in California and throughout the nation and world. This requires all people to have access to the building blocks of the California Dream including economic growth, health and well-being, affordable transportation, housing and lifelong education, and a healthy environment.
Number of employees
Source: IRS Form 990
CALIFORNIA FORWARD
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
CALIFORNIA FORWARD
Highest paid employeesSOURCE: IRS Form 990
Compensation data
CALIFORNIA FORWARD
Board of directorsas of 03/14/2023
Board of directors data
John Chiang
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Ashley Swearengin
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Jennifer Hernandez
Holland & Knight
Pete Peterson
Davenport Institute for Public Engagement and Civic Leadership, Pepperdine School of Public Policy
Caroline Whistler
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Catharine Baker
Hoge Fenton
Sunita Cooke
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Jim Heerwagen
Voter's Right to Know
Gustavo Herrera
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Jacqueline Martinez Garcel
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Lenny Mendonca
Former Chief Economic and Business Advisor for Gov. Gavin Newsom and Director of the Office of Business and Economic Development
Kausik Rajgopal
PayPal
Dave Regan
SEIU-UHW
Evan Schmidt
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Jeffery Wallace
LeadersUp
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
No data
Gender identity
Sexual orientation
No data
Disability
No data
Equity strategies
Last updated: 10/19/2021GuideStar 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 disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- 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
Fiscal year endingGuideStar Pro Reports
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- Financial statements for 2022, 2020, 2014
- Letter of Determination
- Officer and/or Employee data for 2020, 2019, 2018, 2017, 2016
- Contractor and/or Paid Preparer data for 2020, 2019, 2018
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