Mission: Founded in 1976, Jersey Battered Women's Service (JBWS) in Morris County, NJ is a full-service domestic violence and domestic abuse prevention agency with volunteer  ... (More)

Jersey Battered Women's Service is a 501(c)(3) organization, with an IRS ruling year of 1978, and donations are tax-deductible.

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Contact Information

  http://www.jbws.org

 P.O. Box 1437
Morristown NJ 07962 

  973-267-7520


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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 94.08, 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

83.0%


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

10.5%


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

6.3%


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

2.5%


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

$0.07


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

2.06 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

2.21%


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 Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting



Diane Williams, President, CEO

$143,000 (3.25% 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 2019

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:

Marriage counseling (BMF activity code: 563)


Foundation Status:

Hospital or medical research organization 170(b)(1)(A)(iii) (BMF foundation code: 12)


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.


Jersey Battered Women's Service reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing


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

COVID prevented our largest fundraising events from happening in-person thus resulting in lost revenues. We did, however, apply and receive a PPP loan which was converted into a grant. Therefore, we were able to employ a full staff. This was critically important since none of our programs closed during the COVID pandemic. In addition, a few funders changed their giving priorities during the pandemic and redirected some of their donations to COVID pandemic relief efforts.


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

COVID forced JBWS to pivot all client services. Individual and group counseling services and case management went entirely remote. Non-essential staff began working remotely. Staff at our Safe House shelter continued working onsite. Staff adhered to CDC guidelines, conducted temperature checks, used PPE and adhered to social distancing protocols. SH never closed rather it expanded. When SH was full, JBWS partnered with the NJ Coalition to End Domestic Violence and local hotels to continue providing shelter for victims. This partnership allowed JBWS to not turn clients away from shelter due to COVID restrictions. The following statistics compare the impact of COVID on JBWS service hours in 2020 vs 2019. The statistics demonstrate the alarming increase in needs: 77% increase in Safe House support & advocacy hours 831% increase in Adult Counseling Services advocacy hours 161% increase in Transitional Living Program support hours 667% increase in hours working with perpetrators of violence


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

In April 2020, JBWS launched its new Community Housing Assistance (CHA) program. The program assists domestic violence victims directly impacted by COVID-19. CHA connects domestic violence victims in the greater Morris County area with safe emergency housing, sustainable and safe permanent housing, and the essential support, financial assistance, and advocacy necessary for overall safety. The requests clients submit include but are not limited to rental assistance, relocation assistance, childcare, transportation, utilities, and furniture. Multiple clients lost their main source of employment due to COVID-19 and continue their searches for steady employment. These financial struggles bring with them the inability to maintain shelter, childcare, and other related needs. Shelter is important now more than ever for victims of abuse. This innovative program allowed us to continue providing this critical need at a particularly dangerous time for those impacted by domestic violence.


Innovations the organization intends to continue permanently after the pandemic:

JBWS’ Dating Abuse Prevention Program (DAPP) began in 1987. In its tenure, DAPP has provided dating abuse prevention education to middle school, high school, and college students throughout Morris County. Prior to the COVID-19 pandemic, the DAPP Manager presented to students in-person. She spent much time traveling throughout Morris County to coordinate multiple presentations in one day. In March 2020, DAPP successfully pivoted to a virtual platform. Additionally, the elimination of transportation allowed the DAPP Manager to more effectively schedule presentations for multiple audiences. According to the DAPP Manager, digital platforms created increased participation among students. They did not feel uneasy engaging with one another or sharing ideas as in an in-person setting. The DAPP Manager provided 111 presentations to 4,026 Morris County students as of June 30, 2021. As a result of the success of the digital delivery of the program, a version of this model will likely continue.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
4/1/20212019 94.08
12/1/20192018 98.33
2/1/20192017 98.98
4/1/20182016 99.15
2/1/20172015 95.99
6/1/20162014 94.85
Rating Version: 2.0
12/1/20152014 91.71
6/1/20152013 88.53
12/1/20132012 84.25
4/1/20132011 86.35
2/1/20122010 86.55
9/20/20112009 90.88
Rating Version: 1.0
4/1/20112009 85.84
4/1/20102008 89.07
7/1/20092007 86.09
10/1/20072006 88.64
11/1/20062005 91.64
12/1/20052004 93.63
8/1/20052003 93.52

...   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

Not Currently Scored

Jersey Battered Women's Service cannot currently be evaluated by our Encompass Rating 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.

Learn more about Impact & Results.

Do you work at Jersey Battered Women's Service? Join the waitlist for an updated Impact & Results score.


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Additional Information

Unscored

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Largest Programs

Largest Programs



Jersey Battered Women's Service reported its three largest programs on its FY 2019 Form 990 as:


$619,517

Spent in most recent FY

17%

Percent of program expenses


SIMON HOUSE: A HOUSING ALTERNATIVE WHICH AIMS TO BRIDGE THE GAP BETWEEN EMERGENCY SHELTER AND PERMANENT HOUSING.


$838,536

Spent in most recent FY

23%

Percent of program expenses


ARBOUR HOUSE: SAFE, TEMPORARY, AND EMERGENCY REFUGE (FOR A MAXIMUM OF 60 DAYS) TO DOMESTIC VIOLENCE VICTIMS AND THEIR CHILDREN. ALSO PROVIDES SERVICES RELATED TO PROBLEM SOLVING AND GOAL SETTING.


$565,638

Spent in most recent FY

15%

Percent of program expenses


COUNSELING & ADVOCACY: TO ASSESS ALTERNATIVES TO LIVING IN A VIOLENT HOUSEHOLD. INDIVIDUAL AND GROUP COUNSELING SERVICES ARE PROVIDED. ALSO OFFERS LEGAL INFORMATION, SUPPORT, AND COURT PREPARATION FRO ... (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 Jersey Battered Women's Service is a passing score. This score has no effect on the organization's Star Rating.

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


OUR MISSION IS THE PREVENTION OF DOMESTIC VIOLENCE THROUGH THE PROTECTION AND EMPOWERMENT OF THE VICTIM, THE REHABILITATION OF FAMILY MEMBERS, THE ADVOCACY OF SOCIAL REFORM TO PREVENT PARTNER VIOLENCE, AND THE EDUCATION TO THE PUBLIC ABOUT DOMESTIC VIOLENCE AND ITS CONSEQUENCES.


Source: Nonprofit submitted responses

Vision

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


OUR VISION IS TO CREATE A COMMUNITY-WIDE CULTURE THAT DOES NOT TOLERATE THE PRESENCE OF ANY FORM OF FAMILY OR PARTNER VIOLENCE... A CULTURE THAT HOLDS ABUSERS ACCOUNTABLE FOR THEIR ACTIONS AND VICTIMS BLAMELESS FOR THEIR VICTIMIZATION... AND A CULTURE THAT WORKS PURPOSEFULLY TO FOSTER HEALTHY RELATIONSHIPS, TEACHING ALL CHILDREN THE IMPORTANCE OF MUTUAL RESPECT BETWEEN PARTNERS.


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: Ensure a strong foundation to allow for the delivery of high quality, cost efficient services. This foundation includes excellence in human resources, communications, facilities, and technology.

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


Goal Two: Maintain and enhance prevention programming, including public awareness, outreach & education, batterers' intervention programming, and children's programming.

Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.


Goal Three: Maximize access to services by eliminating barriers and customizing outreach to marginalized and/or underserved populations.

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


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

JBWS designates a training budget every year for each employee to choose various professional, domestic violence related, or leadership trainings. In addition, JBWS' internal trainings are often approved to offer continuing education credits for our licensed professionals. This year, JBWS has begun working on a formal leadership training program as part of it's strategic plan and IDEAS plan implementation.

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?

JBWS collaborates with other human services organization as well as County government on the delivery of services and well as funding opportunities. JBWS is also a member of the New Jersey Coalition to End Domestic Violence. JBWS leadership and staff present at local, statewide, and regional conferences, serve on panels, and contribute to research and whitepapers. JBWS has a professional training program that provides domestic violence training to law enforcement professionals, court personnel, healthcare providers, community leaders, and religious organizations. JBWS is very active legislatively, providing testimony at the New Jersey State budget hearings, on legislation affecting victims of domestic violence, and on legislation affecting nonprofits. JBWS has great relationships with County, State, and Federal elected officials representing our direct districts as well as surrounding districts. JBWS is also active on Facebook, Instagram, Twitter, and LinkedIn.

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.


In 2020, the COVID pandemic forced JBWS to pivot all client services. Individual and group counseling services and case management went entirely remote. Non-essential staff began working remotely. Staff at our Safe House emergency shelter continued working on-site. Safe House staff adhered to CDC guidelines; they conducted temperature checks on clients and adhered to social distancing protocols. Safe House never closed. Instead, it expanded. When our Safe House was full, JBWS partnered with the New Jersey Coalition to End Domestic Violence and local Morris County hotels to continue providing shelter for victims. This partnership allowed JBWS to not turn clients away from shelter due to COVID capacity parameters. In April 2020, JBWS launched its Community Housing Assistance (CHA) program. The program assists domestic violence victims directly impacted by COVID. CHA connects victims with safe emergency housing, sustainable and safe permanent housing, and the essential support, financial assistance, and advocacy necessary for overall safety. The requests clients submit include but are not limited to rental assistance, relocation assistance, childcare, transportation, utilities, and furniture. Multiple clients lost their main source of employment due to COVID and continue their searches for steady employment. These financial struggles bring with them the inability to maintain shelter, childcare, and other related needs. Shelter is important now more than ever for victims. This innovative program allowed us to continue providing this critical need at a particularly dangerous time. The following statistics compare JBWS service hours in 2019 to what JBWS experienced in COVID fraught 2020. The statistics demonstrate the alarming increase in need: 77% increase in Safe House support & advocacy hours 831% increase in Adult Counseling Services advocacy hours 161% increase in Transitional Living Program support hours 667% increase in hours working with perpetrators of violence

Source: Nonprofit submitted responses

Additional Information

Unscored

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Organization Leadership

Organization Leadership


Diane Williams

President & CEO

Brooke Wiener

Chair

...   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

Jersey Battered Women's Service 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


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


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.

Note: The organization did not respond to this question.



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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