Mission: Since opening our doors in 1988, Covenant House Alaska (CHA) has served thousands of homeless and runaway youth in Alaska. Through the years, we have expanded our se ... (More)

Covenant House Alaska is a 501(c)(3) organization, with an IRS ruling year of 1987, and donations are tax-deductible.

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Contact Information

  http://www.covenanthouseak.org/

 755 A Street
Anchorage AK 99501 

  907-272-1255


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Star Rating System by Charity Navigator


Charity Navigator evaluates a nonprofit organization’s financial health including measures of stability, efficiency and sustainability. We also track accountability and transparency policies to ensure the good governance and integrity of the organization.




Exceptional

This charity's score is 92.74, earning it a 4-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2019, the latest year published by the IRS.

View this organization’s historical ratings.


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Star Rated Report

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Program Expense

Program Expense Ratio

82.4%


The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).


This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Administrative Expenses

9.5%


As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Fundraising Expenses

8.0%


This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Liabilities to Assets Ratio

33.3%


The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).


Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.


Source: IRS Form 990

Fundraising Efficiency

$0.10


The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.


Source: IRS Form 990

Working Capital Ratio

1.73 years


Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.


Source: IRS Form 990

Program Expense Growth

6.99%


We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.


Source: IRS Form 990

Governance


Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.


Sources Include: IRS Form 990

Governance:
Independent Voting Board Members  ... (More)
No Material Diversion of Assets ... (More)

A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:

  • Full Credit: There has been no diversion of assets within the last two years.

  • Partial Credit: There has been a diversion of assets within the last two years and the charity has used Schedule O on the Form 990 to explain: the nature of the diversion, the amount of money or property involved and the corrective action taken to address the matter. In this situation, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: There has been a diversion of assets within the last two years and the charity's explanation on Schedule O is either non-existent or not sufficient. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Audited Financials Prepared by Independent Accountant ... (More)

Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.

  • Full Credit: The charity's audited financials were prepared by an independent accountant with an audit oversight committee.

  • Partial Credit: The charity's audited financials were prepared by an independent accountant, but it did not have an audit oversight committee. In this case, we deduct 7 points from the charity's Accountability and Transparency score.
  • No Credit: The charity did not have its audited financials prepared by an independent accountant. In this case, we deduct 15 points from the charity's Accountability and Transparency score.
(Less)
Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)
Documents Board Meeting Minutes ... (More)
Distributes 990 to Board Before Filing ... (More)
Compensates Board ... (More)

Policies


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.


Sources Include: IRS Form 990 and organization's website

Policies:
Conflict of Interest  ... (More)
Whistleblower ... (More)
Records Retention and Destruction ... (More)
CEO Compensation Process ... (More)
Donor Privacy ... (More)

Donors have expressed extreme concern about the use of their personal information by charities and the desire to have this information kept confidential. The exchanging and sale of lists for telemarketing and the mass distribution of "junk mail," among other things, can be minimized if the charity assures the privacy of its donors. Privacy policies are assigned to one of the following categories:

  • Yes: This charity has a written donor privacy policy published on its website, which states unambiguously that (1) it will not share or sell a donor's personal information with anyone else, nor send donor mailings on behalf of other organizations or (2) it will only share or sell personal information once the donor has given the charity specific permission to do so.

  • Opt-out: The charity has a written privacy policy published on its website which enables donors to tell the charity to remove their names and contact information from lists the charity shares or sells. How a donor can have themselves removed from a list differs from one charity to the next, but any and all opt-out policies require donors to take specific action to protect their privacy.
  • No: This charity either does not have a written donor privacy policy in place to protect their contributors' personal information, or the existing policy does not meet our criteria.

The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes.

(Less)

Transparency


Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.


Sources Include: IRS Form 990 and organization's website

Transparency:
CEO Salary Listed on 990 ... (More)
Board of Directors Listed on Website ... (More)
Key Staff Listed on Website ... (More)
Audited Financial Statements on Website ... (More)
Form 990 Available on Website ... (More)

Additional Information

Unscored

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Total Revenue and Expenses

Total Revenue and Expenses

This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.

Salary of Key Persons

Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting



Alison Kear, Executive Director

$186,039 (2.14% of Total Expenses)


Source: IRS Form 990 (page 7), filing year 2020

Business Master File Data

Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website


Activities:

Care and housing of children (orphanage, etc) (BMF activity code: 326)


Foundation Status:

Organization which receives a substantial part of its support from a governmental unit or the general public   170(b)(1)(A)(vi) (BMF foundation code: 15)


Affiliation:

Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)

Data Sources: IRS Forms 990

The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to view this organization's Forms 990 on the IRS website (if any are available).

Pandemic Response

Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them. Charities may submit their own pandemic responses through their nonprofit portal.


Covenant House Alaska reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Administrative Capacity

  • Grants Received


How COVID-19 impacted the organization's operations financially:

COVID had a significant impact on CHA’s financial operations. Almost 70% of CHA’s revenue is raised through private philanthropy, and during the pandemic, individual and corporate donations saw a dramatic decline, special events were canceled, and many foundations put a pause on accepting new applications. Fortunately, CHA applied for and received a PPP loan, and some current donors were able to increase donations to ensure that our programs were able to stay open.


How COVID-19 impacted the organization's delivery of programs:

Covenant House Alaska (CHA) altered our physical space and protocols in order to continue keeping homeless young people safe. This included reduction of beds in common rooms and opening of a large gymnasium for sleeping to ensure safe physical distancing. We provided support to youth who were living off-site, including providing rental support and meal deliveries. Due to changes in the job market and school schedules, we provided more individualized Education + Employment services, including engaging youth virtual learning opportunities. By changing protocols to keep young people safe, we ensured that we continued to operate and did not turn any young homeless person away.


How this organization adapted to changing conditions caused by COVID-19:

CHA developed a Four Tier COVID Response Plan with escalating interventions based on Municipal recommendations. CHA adapted intake and health screening protocols, as well as changes in the physical layout of residential spaces. We enhanced cleaning and sanitation protocols, installed improved air filters, rearranged common areas, acquired personal protective equipment for all youth and staff, and set up on-site and offsite quarantine/isolation rooms. Non-direct care staff worked remotely during most of the pandemic, and meetings went virtual. We provided on-site weekly COVID testing for youth in all programs. Through a partnership with Southcentral Foundation, we offered vaccinations to all youth and staff. CHA's mobile case managers kept in contact with youth who were recently housed through our programs around the city to help make sure they had access to the resources they needed to avoid returning to homelessness.


Innovations the organization intends to continue permanently after the pandemic:

CHA remodeled or rearranged our spaces to better allow for social distancing and added further cleaning and sanitization protocols that will stay in place to help better curb the spread of infectious diseases going forward. During lockdowns, CHA employed some of our youth to act as Ambassadors among their peers to help spread health information and encourage good healthy policy. We have formalized this role as a way to better include youth voice in all programming going forward. Virtual programming opportunities for young people will continue and new opportunities will be identified. Some non-direct care staff will continue working remotely. During the pandemic, CHA identified a new type of housing that is a shift towards non-congregate care: on-site “micro-unit” apartments in which young people have full access to our services while having a private living space. These units are under-going construction and will be a permanent addition to our system of care.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
5/1/20212019 92.74
10/1/20192018 89.86
7/1/20192017 94.28
3/1/20192017 93.90

This organization received multiple star ratings within this fiscal year, due to an update to it's Accountability and Transparency data and/or the receipt of an amended Form 990.

2/1/20182016 95.18
11/1/20162015 95.46
6/1/20162014 90.29
Rating Version: 2.0
4/1/20162014 86.64
10/1/20152014 83.91
10/1/20142013 84.79
9/1/20132012 92.17
4/1/20132011 94.08

...   Impact & Results


This score estimates the actual impact a nonprofit has on the lives of those it serves, and determines whether it is making good use of donor resources to achieve that impact.


Impact & Results Score

50

out of 100

Covenant House Alaska is , earning a failing score.


Impact

$170 provides a night of shelter for a person experiencing homelessness.


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Impact & Results Report

50

of 100 points


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Rated Program

Rated Program


Program

Crisis Center

Activities

The nonprofit provides people experiencing homelessness with a temporary place to stay.

Program Type

Beneficiaries Served

Program Geography

Time Period of Data


Learn how we assess the impact of nonprofits

Outcomes and Cost

Outcomes: Changes in the lives of those served by a nonprofit. They can be caused by the nonprofit.

Costs: The money spent by a nonprofit and its partners and beneficiaries.

Impact: Outcome caused by a nonprofit relative to its cost.

Cost-effectiveness: A judgment as to whether the cost was a good use of resources to cause the outcome.


Outcome Metric


Outcome Data Source

Ratings are based on data the nonprofit itself collects on its work. We use the most recent year with sufficient data. Typically, this data allows us to calculate direct changes in participants' lives, such as increased income.


We look for self-reported shelter nights. If we cannot find this information we estimate it using HIC data.


Method for Attributing Outcomes

We don't know if the observed changes were caused by the nonprofit's program or something else happening at the same time (e.g., a participant got a raise). To determine causation, we take the outcomes we observe and subtract an estimate of the outcomes that would have happened even without the program (i.e., counterfactual outcomes).


We assume that the provision of shelter by one nonprofit does not diminish the provision of shelter by any other (neighboring) nonprofit. We also assume there is, in general, no slack capacity in the homeless shelter system. In the absence of a given shelter, beneficiaries would not be able to stay at another shelter because other shelters are assumed to have no beds to spare. We therefore set the counterfactual to zero.


Cost Data Source

After estimating the program's outcomes, we need to determine how much it cost to achieve those outcomes. All monetary costs are counted, whether they are borne by a nonprofit service deliverer or by the nonprofit’s public and private partners.


Program cost data reported by the nonprofit. Partner and beneficiary costs reported by the nonprofit or estimated by Charity Navigator.


Impact and Determination

We calculate impact, defined as the change in outcomes attributable to a program divided by the cost to achieve those outcomes.

Impact Statement

$170 provides a night of shelter for a person experiencing homelessness.

Benchmark for Rating

Impact & Results scores of emergency shelters are based on the cost of providing a night of shelter relative to the Fair Market Rent in that county. Programs receive an Impact & Results score of 100 if they are less than 200% the Fair Market Rent and a score of 75 if they are less than 400%. If a nonprofit reports impact but doesn't meet the threshold for cost-effectiveness, it earns a score of 50.

Determination

Nonprofit Comment

Before publishing, we ask every nonprofit we can to review our work, offer corrections and provide a comment.


This nonprofit did not provide a comment

Analysis Details


Analysis conducted by ImpactMatters and published on November 22, 2019.

Additional Information

Unscored

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Largest Programs

Largest Programs



Covenant House Alaska reported its three largest programs on its FY 2020 Form 990 as:


$3,875,609

Spent in most recent FY

49%

Percent of program expenses


SHELTER SERVICES AND CRISIS CARE (YOUTH ENGAGEMENT CENTER):YOUTH ENGAGEMENT CENTER PROVIDES A 60-BED SHELTER FOR YOUTH AGES 13-21, OPEN 24 HOURS A DAY, 7 DAYS A WEEK TO HANDLE YOUTH/FAMILY PROBLEMS. S ... (More)


$1,272,176

Spent in most recent FY

16%

Percent of program expenses


TRANSITIONAL LIVING - (RIGHTS OF PASSAGE):RIGHTS OF PASSAGE IS A 25 BED COED RESIDENTIAL PROGRAM THAT PROVIDES SUPPORTIVE HOUSING FOR YOUTH AGES 18 TO 24 SEEKING INDEPENDENT LIVING. YOUTH LEARN BUDGET ... (More)


$1,192,683

Spent in most recent FY

15%

Percent of program expenses


YOUTH HOMELESSNESS DEMONSTRATION PROJECT:IN THIS PROJECT, A PERMANENCY NAVIGATOR IS ASSIGNED TO ASSIST YOUTH AS THEY MOVE THROUGH HOUSING, PROGRAMS AND SYSTEMS WITH THE CONSISTENCY THEY NEED FROM A SU ... (More)


...   Leadership & Adaptability


This score provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.


Leadership & Adaptability Score

100

out of 100

The score earned by Covenant House Alaska is a passing score.

Encompass Rating V4 provides an evaluation of the organization's Leadership & Adaptability through the nonprofit organization submitting a survey response directly to Charity Navigator.


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Leadership & Adaptability Report

100

of 100 points

Mission

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s mission


COVENANT HOUSE ALASKA IS PART OF COVENANT HOUSE, INC. THE LARGEST PRIVATELY FUNDED AGENCY IN THE AMERICAS PROVIDING SHELTER AND OTHER SERVICES TO HOMELESS, RUNAWAY, AND AT-RISK YOUTH.


Source: Nonprofit submitted responses

Vision

The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.


Covenant House Alaska will end the experience of homelessness for youth. When young people in Anchorage experience homelessness, it is rare, brief and non-recurring.


Source: Nonprofit submitted responses

Strategic Goals

The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.


Goal One: Optimize and embed youth voice.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.


Goal Two: Support those who deliver services by increasing staff wellness and improving internal access to communication

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Goal Three: Diversify our income.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

In the last year, CHA has partnered with the Teleos Leadership Institute to help develop and align our work and get clarity on how the team can lead Covenant House into the future. We formed a Strategic Planning Committee composed of selected staff, board, community members, and Teleos consultants. They created an Organizational Development Plan based on a shared vision. As part of this plan, every staff at the Director level is receiving 1:1 coaching to help them be better leaders and be engaged in the intentional growth of the organization.

Source: Nonprofit submitted responses

Mobilizing for Mission

The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.


This organization mobilizes for mission in the following ways:
  • Strategic Partnerships

  • Networks of Collective Impact Efforts

  • Thought Leadership

  • Raising Awareness

  • Community Building

  • Policy Advocacy

What are this organization’s external mobilizaton efforts?

CHA staff and leadership are actively involved in community efforts to respond to homelessness, trafficking and exploitation. The CEO of CHA is the Vice Chair of the Advisory Council to the Anchorage Coalition to End Homelessness, and also serves on the National Network for Youth. We maintain strong relationships with state, local and nationally elected representatives, and have provided feedback to the U.S. Congress on human trafficking and homelessness issues. Staff conduct anti-human trafficking across the state, including to the child welfare system, and are involved in various local human trafficking task forces. CHA was actively involved in the community’s community COVID response, and partnered with the Municipality of Anchorage’s Emergency Operations Council to expand our age range to 24 years old for young adults seeking emergency shelter during the pandemic.

Source: Nonprofit submitted responses

Story of Adaptability

The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.


CHA adapted to external changes in the last year by embracing a flexible, community-based approach that ensured our services to young people experiencing homelessness continued without interruptions. Executive leadership shifted to emergency operations roles to ensure the safety of the young people we serve and the community at large. CHA quickly adopted all community COVID mandates. We relied heavily on our partnerships, including Southcentral Foundation, the state’s largest tribal health provider, for advice on our COVID response, and for additional resources for COVID testing, PPE, screening and vaccinations for all clients and staff. We worked closely with the Municipality of Anchorage’s Emergency Operations Committee to ensure we were integrated in the community response. COVID was a difficult time for staff retention, to retain staff we offered a 10% hazard pay for all direct care staff, and focused on the health of our staff by offering on-site testing, PPE and vaccinations. Additionally, we modified leave time policies to ensure staff could take any time off as needed related to COVID. In recognition of the importance of leadership training to improve our adaptability, CHA implemented a Organizational Development Initiative lead by Teleos Leadership Institute.

Source: Nonprofit submitted responses

...   Culture & Community


This score provides an assessment of the organization's engagement with the constituents it serves, a practice we term Constituent Feedback. When organizations listen to constituents, they are able to better deliver on programs and meet the needs of stakeholders. A future version of this Beacon will also assess an organization's people operations and its Diversity, Equity and Inclusion (DEI) metrics.


Culture & Community Score

Not Currently Scored

Covenant House Alaska is currently not eligible for a Culture & Community score because we have not received its Constituent Feedback data. Nonprofit organizations are encouraged to fill out the How We Listen section of their Candid profile. This data will provide the basis for the initial evaluation of Culture & Community.

Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.


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Culture & Community Report

Unscored

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Constituent Feedback

Constituent Feedback

Not Scored


This organization reported that it is collecting feedback.


Here's how this organization is listening and learning from the people they serve:


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), Paper surveys, Case management notes, Community meetings or town halls, Constituent (client or resident, etc.) advisory committees, Suggestion box/email


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 identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve


With whom does your organization share the feedback you got from the people you serve?

The people we serve, Our staff, Our board, Our community partners


What challenges does your organization face in collecting feedback from the people you serve?

It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is hard to come up with good questions to ask people


Briefly describe a recent change that your organization made in response to feedback from the people you serve.

Young people have consistently requested more decision-making roles. CHA spurred the creation of Anchorage’s Youth Task Force (YFT), an advocacy group comprised mostly of young people who have experienced homelessness and were clients of Covenant House Alaska. The YTF was instrumental in Anchorage receiving one of the nation’s first Youth Homelessness Demonstration Program awards. The Task Force identified two new, innovative projects that were implemented by CHA: Permanency Navigators and Host Homes. The YTF approved Anchorage’s Community Plan to End Homelessness, which included these projects, before being submitted to HUD (a requirement of HUD). To support the sustainability of YTF, CHA created an Americorp VISTA position to sustain and elevate the work of the Task Force.



Methodology


Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective. We've partnered with GuideStar by Candid to survey organizations about their feedback practices. Nonprofit organizations can fill out the How We Listen section of their Candid profile to receive a rating.


Charity Navigator awards full credit for this Beacon to every nonprofit that is eligible for an Encompass Rating that completes the survey, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. This data is not evaluated for quality at this time. Validation will be added in future iterations of this Beacon.

Analysis and Research


Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Our partnership with Feedback Labs and Guidestar by Candid, and other partners including Fund for Shared Insight, GlobalGiving, and Keystone Accountability, enables us to launch the first version of this beacon with Constituent Feedback information collected on Candid's site.


Feedback practices have been shown to support better Diversity, Equity, and Inclusion outcomes, an essential area of assessment that we intend to further expand and develop in the future. Feedback Labs has documented several studies which indicate that beyond achieving organizational goals, nonprofits that are attentive and responsive to concerns and ideas raised by beneficiaries establish stronger relationships with the people they serve, promote greater equity, and empower constituents in ways that can help to ensure better long-term outcomes. You can find resources to help nonprofits improve their feedback practices here.

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