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Seattle WA | IRS ruling year: 2005 | EIN: 20-2601035
Water1st International's mission is to enable the world's poorest people to implement and sustain community-managed projects integrating clean water supply, toilets, ... (More)
Water1st International's mission is to enable the world's poorest people to implement and sustain community-managed projects integrating clean water supply, toilets, and hygiene education. We unite people to fight the global water and sanitation crisis. We believe this worldwide, silent catastrophe will be solved when people come together as a concerned community and take effective, simple actions. Water1st was created to support water projects that would last. Our vision was to support local, on-the-ground organizations (our partners in this work) with a proven track record of implementing effective, long-lasting water and sanitation projects. And since most international nonprofit organizations do not follow up on their projects, we would be different. (Less)
Good
This charity's score is 88%, earning it a Three-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 9/1/2021 | 2019 | 85.08 | |
| 2/1/2020 | 2018 | 84.83 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Water 1st International is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Water 1st International has earned a 85% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2019. More recent filing data is available, but it has not been factored into this score, due to COVID-19's effect on this organization.
Rating update postponed due to COVID-19's impact on this organization. View Water 1st International's response.
Learn more
Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| 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:
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| 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.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
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
| Conflict of Interest ... (More) Such a policy protects the organization, and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
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) | |
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
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 83.50% - 2.5/10 ptsLiabilities to Assets Ratio - 83.50% - 2.5/10 pts
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
Working Capital Ratio - 0.13 years - 2.5/10 ptsWorking Capital Ratio - 0.13 years - 2.5/10 pts
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
Fundraising Efficiency - $0.11 - 7.5/10 ptsFundraising Efficiency - $0.11 - 7.5/10 pts
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
Administrative Expense Ratio - 1.90% - 10/10 ptsAdministrative Expense Ratio - 1.90% - 10/10 pts
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 Expense Ratio - 11.60% - 7.5/10 ptsFundraising Expense Ratio - 11.60% - 7.5/10 pts
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
Program Expense Ratio - 86.30% - 10/10 ptsProgram Expense Ratio - 86.30% - 10/10 pts
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
Program Expense Growth - 7.91% - 8.91/10 ptsProgram Expense Growth - 7.91% - 8.91/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. 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
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
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 Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Marla Smith-Nilson, Executive Director
$95,739 (3.38% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
Source: IRS Form 990 (page 7), filing year 2020
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:
Activity data not reported from the IRS
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)
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 search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Water 1st International) or EIN (202601035) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. 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, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Water 1st International reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Staffing
Administrative Capacity
Relationship-building amongst co-workers (both in Seattle and internationally)
How COVID-19 impacted the organization's operations financially:
Our cash income declined by 24% in 2020. Much of our revenue comes from in-person events which were all cancelled in 2020 (and 2021). Because 75% of our donations come from individuals, in-person fundraising opportunities are critical to sustaining donor relationships; we are concerned about the lasting impact of this lapse in fundraising events. We worked to reduce operating expenses as much as possible and to receive refunds from vendors. We also applied and received the PPP loan. Our goal was to guarantee we could meet all water and toilet project commitments for 2020 (project commitments are planned at least a year in advance) and to end 2020 with a strong balance sheet. We anticipated lasting impacts of the pandemic so we wanted to ensure we were not spending reserves too soon. We achieved both goals. Our international partners all received 100% of the funding they had requested for 2020 and our year-end balance sheet actually increased by 24% compared to the previous year.
How COVID-19 impacted the organization's delivery of programs:
The critical nature of our work made it a priority to ensure that our in-country partners were able to retain staff and continue to provide critical services. After an initial slow down for adjustments to accommodate social-distancing and other COVID-19 precautions, construction of new water systems and toilets continued during the pandemic. The effective and unified actions of our in-country partners are continuing to protect our project regions and save lives. They are demonstrating the multitude of ways in which trusted leaders can mobilize and protect a community through effective messaging—this influence doesn’t happen overnight—our partners have earned the trust of the people in our project regions over decades. We are proud to call them our colleagues and commend their tireless efforts to keep vulnerable communities safe.
How this organization adapted to changing conditions caused by COVID-19:
Our staff initially shifted to working 100% remotely. We adapted fundraising events – a spring Walk for Water, summer Bike for Water, and fall Give Water Give Life gala – to be 100% virtual. This format presented us with an opportunity to engage donors who cannot typically attend our Seattle-based events. We also saved a significant portion of our fundraising budget on venue rental and catering. We offered a virtual program for our youth boards for the first time. This allowed us to expand our Seattle-based youth program to include over 400 students in more than 30 cities across the United States and our first international youth chapter in South Korea. Our international project monitoring visits have been adapted to video conference calls with in-country partner staff. Although this is not a substitute for what we can accomplish with in-person inspections and conversations with project users, our in-country staff have done an excellent job in providing us with regular reporting.
Innovations the organization intends to continue permanently after the pandemic:
Once we can safely return to in-person fundraising events in Seattle, we plan to continue with a hybrid model that will allow event participation from anywhere. Our Carry5 Walk for Water was especially popular as a virtual event allowing people around the world to walk in solidarity on one day. We plan to continue to offer our youth programs in a hybrid format, online and in person in Seattle, enabling student advocates to engage wherever they are in the world, In 2020, our youth board members organized an online Youth Global Water Summit, with participants and presenters from around the world. We plan to keep offering this and other virtual opportunities for youth advocates to connect and make a difference. Finally, our video presentations and question/answer sessions with our in-country partners will continue. This allows anyone to have contact with our international colleagues and the ability to learn more about their work directly from them.
Not Currently Scored
Water 1st International cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
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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Water 1st International reported its largest program on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
IN 2020, THE ORGANIZATION COMPLETED 311 PROJECTS SERVING 10,799 PEOPLE. EVERY PROJECT INCORPORATES ACCESS TO WATER AND TOILETS, HYGIENE EDUCATION, AND COMMUNITY DEVELOPMENT. PROJECT WORK WAS IMPACTED ... (More)
IN 2020, THE ORGANIZATION COMPLETED 311 PROJECTS SERVING 10,799 PEOPLE. EVERY PROJECT INCORPORATES ACCESS TO WATER AND TOILETS, HYGIENE EDUCATION, AND COMMUNITY DEVELOPMENT. PROJECT WORK WAS IMPACTED IN EACH COUNTRY DUE TO THE CORONA VIRUS PANDEMIC. EACH PROJECT COUNTRY HAD PERIODS OF TIME WHEN THEY WERE UNABLE TO CONTINUE WORK DUE TO STAY-AT-HOME ORDERS FROM THE GOVERNMENT. BECAUSE HYGIENE EDUCATION IS CENTRAL TO OUR PARTNER ORGANIZATIONS' WORK, OUR PARTNERS QUICKLY BECAME INVOLVED IN SLOWING THE SPREAD OF COVID-19 BY DISSEMINATING IMPORTANT PREVENTION MESSAGES. THOSE EFFORTS INCLUDED PROVIDING TOOLS TO COMBAT THE EPIDEMIC SUCH AS PERSONAL PROTECTIVE GEAR, HANDWASHING STATIONS, HYGIENE SUPPLIES, AND VARIOUS METHODS OF OUTREACH COVERING SPECIFIC STEPS PEOPLE COULD TAKE TO PROTECT THEIR HEALTH AND THE HEALTH OF FAMILY MEMBERS. OUR PARTNERS BASED THEIR EDUCATION CAMPAIGNS ON THE WORLD HEALTH ORGANIZATION'S APPROVED MESSAGES ON COVID PREVENTION. ONCE RESTRICTIONS WERE LIFTED, GOVERNMENTS QUICKLY RECOGNIZED THAT ACCESS TO WATER, TOILETS, AND HYGIENE EDUCATION WERE ESSENTIAL COVID PREVENTION ACTIVITIES AND OUR PARTNERS WERE ENCOURAGED TO RESUME THEIR USUAL PROGRAMS IN ADDITION TO THEIR COVID PREVENTION OUTREACH.IN BANGLADESH, THE ORGANIZATION CONTINUED WORK IN THE NEW GEOGRAPHIC AREAS ESTABLISHED IN 2019. 304 WATER SYSTEMS SERVING 8,249 PEOPLE IN URBAN SLUM SETTLEMENTS IN DHAKA, CHATTOGRAM, AND KHULNA WERE CONSTRUCTED. IN HONDURAS, SEVEN PROJECTS WERE COMPLETED PROVIDING ACCESS TO PIPED WATER AND TOILETS AT EVERY HOUSEHOLD FOR SEVEN RURAL LEMPIRA COMMUNITIES THAT ARE HOME TO 2,550 PEOPLE. ADDITIONALLY, THE ORGANIZATION'S LOCAL HONDURAN PARTNER CONTINUES WORK ON A LARGE RURAL TOWN PROJECT AND INITIATED SEVEN ADDITIONAL PROJECTS THAT WILL BE COMPLETED IN 2021/22. IN OROMIA, ETHIOPIA, THE BASIC WATER SUPPLY SYSTEM INFRASTRUCTURE WAS COMPLETED IN 2020 AND 55 INDIVIDUAL CONNECTIONS WERE ESTABLISHED, SERVING 52 HOUSEHOLDS, A SCHOOL, A HEALTH CLINIC, AND A CHURCH. WORK IN MOZAMBIQUE WAS COMPLETELY DISRUPTED DUE TO A VIOLENT INSURGENCY IN THE PROVINCE OF CABO DELGADO THAT HAS APPROACHED CIVIL WAR STATUS AND FORCED A LARGE PROPORTION OF THE POPULATION INTO EXILE IN NEIGHBORING PROVINCES. WE ARE WORKING WITH STAFF OF OUR PARTNER ORGANIZATION TO IDENTIFY NEW OPPORTUNITIES TO RE-ENGAGE IN THAT VERY PROMISING YOUNG PROGRAM. AS OF DECEMBER 2020, THE WATER FIRST COMMUNITY CONTRIBUTED OVER $27 MILLION TO SUPPORT 3,513 PROJECTS SERVING 243,244 PEOPLE IN FIVE COUNTRIES.THE ORGANIZATION'S GOAL IS TO MAXIMIZE COST-EFFECTIVENESS BY LEVERAGING LOCAL RESOURCES. IN THE URBAN SLUMS OF DHAKA, CHATTOGRAM, AND KHULNA, BANGLADESH, FOR EXAMPLE, BENEFICIARIES PAY 100% OF THE CAPITAL COSTS OF THEIR PROJECTS THROUGH TWO-YEAR LOANS. THE LOANS ARE REPAID TO THE LOCAL NON-GOVERNMENTAL ORGANIZATION, WHO IS THE RECIPIENT OF WATER FIRST'S GRANTS. REPAID LOAN FUNDS ARE REVOLVED AND USED FOR ADDITIONAL WATER AND SANITATION PROJECTS AND CREATE A SUSTAINABLE SOURCE OF FUNDS FOR WATER FIRST'S BANGLADESH PARTNER. IN MOZAMBIQUE, HONDURAS AND ETHIOPIA, BENEFICIARIES AND THE LOCAL GOVERNMENT CONTRIBUTE CASH, LABOR, AND LOCAL MATERIALS, WHICH ARE VALUED AT UP TO 25% OF THE TOTAL PROJECT COST. THE ORGANIZATION'S HONDURAS PARTNER HAS THE CAPACITY TO PROVIDE ASSISTANCE FOR WATER SYSTEM CONSTRUCTION, EXPANSION, AND REPAIR ON A LOAN BASIS, FURTHER LEVERAGING LOCAL RESOURCES. (Less)
Water 1st International has earned a 100% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
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Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. 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.
Who are the people you serve with your mission? Describe briefly.
About 1 in 3 people doesn't have access to safe water. Over half of the world's population doesn't have access to a hygienic toilet. We work with people living in low-income communities worldwide who lack access to safe water and toilet to build piped water systems and toilets at every home, school, health clinic, and community gathering place—to prevent the spread of disease and improve quality of life.
How is your organization collecting feedback from the people you serve?
Focus groups or interviews (by phone or in person), Community meetings or town halls, Constituent (client or resident, etc.) advisory committees, Other means
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 funders, Our community partners, Other means
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
Our entire model is built around listening to the needs of the people we serve and funding on the ground partners who are responsive to those needs. We believe that asking for feedback and using that feedback that has strengthened our relationships with our clients and our locally-based partner organizations. Feedback is also the reason for the very high longevity rate of our projects. We are building projects that our clients have told us they need and value. The projects we fund are designed to be independently owned and operated by the people who use them. Our clients know from day one that they are in the driver's seat with their projects. The rules and resources that allow that project to function over time are in their control entirely.
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Based on interviews with our clients and water sales/meter readings from shared public water points versus household water points in rural communities, we decided as an organization that we would focus on the provision of the highest service level - household water service. We found that households collecting water from shared distribution points used significantly less water - 25% or less – compared to families with a faucet in their homes. Families with a faucet in their homes were much more satisfied with their water systems and using safe water exclusively for domestic purposes such as drinking, cooking, bathing, and hand-washing. Less than 5% of projects in sub-Saharan Africa are piped water systems. Feedback from our clients was instrumental in leading us to make this change.
Equity Practices - Data Available - 100/100 ptsEquity Practices - Data Available - 100/100 pts
70% of beacon score
This organization's score of 100 is a passing score. The organization reported that it is implementing 14 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (7/7) | |
|---|---|
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. | |
Equity Policies and Procedures (7/7) | |
|---|---|
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. | |
Water 1st International has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon 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.
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Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Our purpose is to enable the world’s most vulnerable communities to build and manage safe water and toilet projects at every household. Water1st unites people to fight the global water and sanitation crisis. We believe this worldwide, silent catastrophe will be solved when people come together as a concerned community and take effective, simple actions. Water1st was created to support water projects that would last, and we start from a place of respect for the people we assist. We believe people are their own best resource in escaping poverty and collaborate on solutions based on their priorities. We believe every vulnerable community is rich in human intellect and strength of spirit. We are successful because we invest in these resources and we work in partnership to find a path out of poverty.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We envision a world free of extreme poverty where everyone has access to a clean, permanent water supply and a toilet at their home, workplace and in community spaces.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Build capacity of our international partners: Continue to build our partner capacity and improve project outcomes through collaborative post construction evaluation and data analysis.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Ensure consistent support of our international programs: This enables our partners to engage in long-term planning, retain experienced staff, & maintain relationships with local community leaders.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Influence other organizations in our sector: Share our experience to encourage investment in solutions that ensure programs are long-lasting & have measurable impacts on health and gender equality.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
We invest in leadership with our community of supporters and our water and sanitation program participants. Because we recognize that the solution to the problem of water and sanitation access will take decades to achieve, amongst Water1st supporters, our leadership development focuses on the next generation. Water1st Youth Chapters empower advocates around the world to organize their peers to impact the global water crisis. Chapters are youth-driven with workshops that support leadership and group facilitation skills. Leaders are provided a curriculum and guidance through regular virtual meetings with Water1s staff and other Chapter Leaders around the world. We prepare communities to independently own and operate their projects. They receive extensive training to build, operate, and maintain their water projects in perpetuity. Women specifically serve in key leadership roles in the governance and maintenance of their water and sanitation systems.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
Water1st intentionally shares our data and experiences with other organizations and thought leaders working in our sector. We recognize that the global water and sanitation crisis, an issue impacting 4 billion people, will only be solved when we are all working collaboratively and not competitively. We routinely share our insights from our direct water and toilet program implementation on our website and social media, at industry conferences, in industry publications and in informal meetings. We believe our biggest impact will come from our ability to collect and share data that influences the investments of other organizations in our sector.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
We adapted fundraising events and our youth programs to be 100% virtual, allowing us to expand our Seattle-based programs across the country and globe. In Honduras, after an initial slow down for adjustments to accommodate social-distancing and other COVID-19 precautions, construction of new water systems and toilets continued at normal pace. Our local partner worked with mayors in the region to develop uniform messaging and prevention protocols. Our partner has recently applied to be a vaccination site for the region. The pandemic has devastated the local economy, and in response, our partner is supporting the highest-need families. In Bangladesh, the pandemic slowed construction of new water and toilet projects during periods of government-mandated shut-down. Because the construction costs of our projects in Bangladesh are 100% financed with low-interest rate loans, payment extensions have been granted to all borrowers who need it. Our colleagues in Bangladesh have been raising awareness about COVID-19 through extensive risk-mitigation campaigns and donating a percentage of their monthly salaries to support the most vulnerable during this time. In Ethiopia, a surging inflation rate is creating stress for community members as well as our colleagues and their families. The construction of new projects is moving slowly, as they are abiding by the mandate for a maximum of four laborers on site at a time. Our partner is working with all communities in the region to disseminate COVID-19 prevention information and support the most vulnerable community members, including the elderly and people with disabilities, with food and other basic resources. Our international project monitoring visits have been adapted to video conference calls with in-country partner staff. Although this is no substitute for in-person collaboration, our in-country staff have done an excellent job in providing us with regular reporting.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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