California Women's Law Center

What it reported doing in 2024

Strategic plan goal 1: legal championthis year marked significant progress in advancing gender justice through major litigation, strategic advocacy, and expanded partnerships. After 17 years, the ollier v. Sweetwater fair play for girls in sports case reached full completion, and the college park fair play case achieved settlement, attorneysf fees approval (and payment) and the beginning of monitoring. We also continued our monitoring work in the ab v. Hawaii fair play case. We achieved final approval and began monitoring in farrell v. U.s. Department of defense a nationwide class action on behalf of lgbtq+ veterans. Our limited representation docket remained active, including three ongoing and one completed parks & recreation fair play matters, five ongoing and one closed title ix high school athletics fair play cases, and continued advocacy for domestic violence shelter clients.we deepened partnerships across both the private and nonprofit sectors: we began or maintained pro bono law firm relationships, we participated in the one justice national pro bono conference; and we renewed 15 partnerships with qualified legal services providers. And we collaborated with other women's law centers to expand our collective influence.the team also contributed amicus briefs in lively v. Wayfarer, kt v. Es, and the shaffer appeal. In addition, cwlc responded to more than 200 intake calls and managed more than two dozen housing clinic intakes.strategic plan goal 2: policy advocacycwlc policy advocacy advanced at both the state and federal levels through building on or reconnecting with coalition relationships and ongoing engagement in national policy efforts. The new policy associate position strengthened our capacity. We utilized a variety of policy tools including numerous letters taking positions on critical California legislation affecting women and girls. We also closely monitored the California law commission's work on the review of state law for compliance with the equal rights amendment (a result of a cwlc sponsored equal rights audit resolution). The commissionfs work will be delivered to the legislature and the governor and then published.strategic plan goal 3: respected expertcwlc enhanced its reputation as a leading expert through strategic communications, thought leadership, and training. Our reach and visibility grew through newsletters, e-blasts, website updates, social media engagement, and numerous media and speaking appearances. The organization also became an mcle provider, expanding opportunities to educate and empower advocates statewide.strategic plan goal 4: sustainable enterprisecwlc strengthened internal capacity through staffing investments, professional development, renewed relationships with law schools, and infrastructure improvements to support sustainable growth and long-termimpact. Cwlc infrastructure improvements included a new printer, laptop computers, software, and training packages. These efforts ensure that cwlc continues to serve as a resilient, mission]driven organization capable of advancing gender equity and justice for years to come.

Financial Efficiency

• Mission deployment rate: 100%; rating input score 100
• Program expense ratio: 78.9%; rating input score 79
• Fundraising efficiency: $55.93 raised per $1 spent on fundraising; rating input score 79; 79th percentile among comparable filings

Transparency & Controls

• Consistency checks: 93.3%; rating input score 93; 22nd 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; 63rd 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: Fail
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Fail
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: -35.2%; rating input score 5; 5th percentile among comparable filings
• Total-asset coverage ratio: 4.78; rating input score 84; 84th percentile among comparable filings
• Liabilities to assets ratio: 0.27; rating input score 26; 26th percentile among comparable filings
• Officer compensation ratio: 4.1%; rating input score 55; 55th percentile among comparable filings

Growth

• Program expense growth: 4.7% per year; rating input score 100; 41st percentile among comparable filings
• Revenue growth: 1.6% per year; rating input score 100; 22nd percentile among comparable filings
• Asset growth: 16.5% per year; rating input score 100; 75th percentile among comparable filings