Ag Innovations Network

What it reported doing in 2025

KEY PROJECTS INCLUDE, BUT ARE NOT LIMITED TO: ROUNDTABLES, COLLABORATIVES, AND MULTI-STAKEHOLDER CONVENINGSGroundwater Leadership Forum (GLF): For 7 years, Ag Innovations facilitated this group working to make collective impact regarding the Sustainable Groundwater Management Act (SGMA) requirements. Supported by the Water Foundation, the group undertook a systems level evaluation process of SGMA, and planned collective action to help it more effectively achieve its goals. This included increasing alignment, collaboration, and cohesion between environmental justice groups and conservation groups working on water issues in California. Work continued with a $2M technical assistance grant from the State Department of Water Resources to support drinking water and the environment in groundwater management actions. The Forum conducted the most comprehensive review of SGMA to date, becoming a trusted and known resource for State agencies. The GLF finished its work in December, 2025.California Water Action Collaborative (CWAC): Now in its 10th year, Ag Innovations continues to facilitate CWAC, using systems thinking to support water resilience and restoration in CA between corporations and non-governmental organizations. The Collaborative learned from experts about policy and issues facing water supply and stewardship in CA, and worked on issues related to SGMA, measuring collective impact on water stewardship. Ag Innovations facilitated working groups focused on regenerative agriculture (The Regenerative Ag & Water Lab) and watershed stewardship (The San Joaquin Resilience Initiative) in order to foster more and better collective action and investments. Both initiatives are aligned with State priorities and member interests. Tule Subbasin Multi-benefit Land Repurposing (MLRP), via Tulare Basin Watershed Network: Ag Innovations continued to partner with and provide services through the Tulare Basin Watershed Network focused on connecting resource management agencies, non-governmental organizations, land managers, tribal entities, and others on innovative, collaborative action around watershed stewardship. The main client is Pixley Groundwater Sustainability Agency (GSA), alongside eleven (11) other partners. Services to the MLRP initiative include outreach and engagement strategy, planning/coordination with all the partners, and support and implementation of a wide range of O&E activities. Efforts focused on design and facilitation of stakeholder engagement workshops, disadvantaged community advisory group facilitation, and grower outreach and engagement. CAPACITY BUILDING AND ASSESSMENTCalifornia Farm Demonstration Network Evaluation: This project evaluated a two-year period of performance of the California Farm Demonstration Network (CFDN), assessing how effectively the networks model and activities advance the adoption of climate-smart farming practices in California. Ag Innovations designed and conducted 21 in-depth interviews with farmers and technical assistance providers, synthesized and analyzed interview results, and developed tailored recommendations based on experience building and supporting networks. This evaluation focused on understanding network functionality through the lens of the collective impact model. Key deliverables included a comprehensive evaluation report and a summary presentation tailored to CFDN partner needs, as well as recommendations for strengthening and sustaining the network. Advancing Soil Health in Arid-Land Agricultural Systems Convening: Ag Innovations designed, facilitated, and documented a two-day meeting to develop a research program for arid- and semi-arid-land agriculture for the Foundation for Food and Agriculture Research and University of Arizona. Drawing on its extensive experience working across the agriculture, academic, business, and funding sectors, Ag Innovations implemented a clear, structured process to bring together cross-sector partners. The goal was to align on priority resea

Financial Efficiency

• Mission deployment rate: 73.4%; rating input score 73
• Program expense ratio: 72.4%; rating input score 72
• Fundraising efficiency: $0.97 raised per $1 spent on fundraising; rating input score 3; 3rd percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 64th percentile among comparable filings
• Governance controls: 6 of 8 controls in place; rating input score 75
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: Pass
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Missing
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: -1.4%; rating input score 26; 26th percentile among comparable filings
• Total-asset coverage ratio: 0.54; rating input score 26; 26th percentile among comparable filings
• Liabilities to assets ratio: 0.42; rating input score 14; 14th percentile among comparable filings
• Officer compensation ratio: 12.9%; rating input score 29; 29th percentile among comparable filings

Growth

• Program expense growth: -12.3% per year; rating input score 0; 4th percentile among comparable filings
• Revenue growth: -8.8% per year; rating input score 0; 2nd percentile among comparable filings
• Asset growth: -9.8% per year; rating input score 0; 3rd percentile among comparable filings