Mission: Since 1968, CLASP (Center for Law and Social Policy) has been a trusted resource, a creative architect for systems change, and one of the country's most effective vo ... (More)

CLASP is a 501(c)(3) organization, with an IRS ruling year of 1969, and donations are tax-deductible.

Is this your nonprofit? Access your Star Rating Portal to submit data and edit your profile.


Contact Information

  http://www.clasp.org/

 1310 L Street, NW
Suite 900
Washington DC 20005 

  202-906-8000


You are viewing this organization's new Charity Navigator profile page. To view the legacy version, click here.

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 95.38, 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.


Back to Top

Star Rated Report

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Program Expense

Program Expense Ratio

82.5%


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

10.8%


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

6.6%


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

13.3%


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

$0.06


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

1.15 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

5.70%


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

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

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



Olivia Golden, Executive Director

$146,790 (1.51% 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:

Public interest litigation activities (BMF activity code: 460)

Radio or television broadcasting (BMF activity code: 121)

Other instruction and training (BMF activity code: 149)


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.


CLASP reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Administrative Capacity


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

At the beginning of the pandemic we operated in a space of immense uncertainty, as institutional support from foundations were delayed due to anticipated economic recession. This was happening at the same time demand for CLASP expertise was at an all time high. In moving operations virtually/remote for an organization that had been for the large part in-person, meant we needed to acquire technology to aid in that transition, something we had not budgeted for in 2020. We did experience an unprecedented spike in individual giving, resulting in a significant increase doubling our individual giving for the year. Additionally, by the end of 2020, we were able to secure institutional support which makes up a large percentage of our revenue stream. Our ability to host in-person fundraising events was adversely impacted as we pivoted to limited virtual, more cultivation type engagement with our base of donors and funders.


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

As an anti-poverty and racial equity focused policy advocacy organization we saw a significant increase in demand for our expertise and technical supports at both the national and state levels. Given the inability to engage in in-person activities at the height of the pandemic in 2020, we moved our engagement virtually to meet the demand. In 2020 alone, CLASP helped lead the online discussion on COVID-19 relief efforts, resulting in historic social media and website traffic. We hosted about 190 webinars with about 5,000 participants in 2020. That number continues to grow in 2021.


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

As the need to pivot to an all virtual climate become a reality in March 2020, CLASP worked to procure laptops for all staff, many of whom did not have access to technology to engage in 100% virtual environment. Understanding that in-person engagements would be almost impossible during the early months of the pandemic, we shifted our priorities to enhancing our virtual systems, including redirecting travel related expenses towards acquiring enhanced virtual platforms like Zoom, and providing additional technological supports to staff who limited capacities remotely. We worked to identify best approaches to engaging our universe of donors and funders virtually to ensure cultivation strategies were sustained in a virtual climate. We also identified new ways to increase how we communicate both internally and externally in a virtual environment.


Innovations the organization intends to continue permanently after the pandemic:

What we learned during the pandemic was the benefits of virtual engagement. In many ways, for an organization that had operated in-person for the most part, understanding the additional opportunities virtual engagement offered has allowed us to think expansively around additional ways we can continue to engage in our work, programmatically and operationally. As we work towards identifying the new normal as it relates to the workplace, we are working to include remote/telework into our operations in a sustainable way. Virtual engagements with funders will continue to be part of our cultivation strategies as we orient to including in-person back into our fundraising efforts in 2022.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
12/23/20202019 95.38
10/1/20202018 98.23
2/1/20202018 96.66

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.

12/1/20182017 95.42
2/1/20182016 94.57
3/1/20172015 91.55
6/1/20162014 90.83
Rating Version: 2.0
12/22/20152014 90.50
12/22/20142013 91.91
10/1/20132012 89.65
8/1/20122011 88.68
11/1/20112010 93.16
9/20/20112009 94.33
Rating Version: 1.0
12/1/20102009 96.11
2/1/20102008 96.95
10/1/20082007 86.77
9/1/20072006 88.62
9/1/20062005 76.58
9/1/20052004 84.77

...   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

CLASP 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.


Back to Top

Additional Information

Unscored

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Largest Programs

Largest Programs



CLASP reported its three largest programs on its FY 2020 Form 990 as:


$1,950,094

Spent in most recent FY

27%

Percent of program expenses


WORKFORCE TRAINING AND POST-SECONDARY EDUCATION:- HELPED TO SECURE THE FIRST-EVER NATIONAL PAID LEAVE PROGRAM FOR PRIVATE SECTOR WORKERS.- CONDUCTED POLICY ANALYSIS AND ADVOCACY TO EXPAND ACCESS TO PO ... (More)


$2,166,771

Spent in most recent FY

30%

Percent of program expenses


POVERTY AND INCOME SUPPORT PROGRAMS:- CONTINUED TO CO-LEAD THE PROTECTING IMMIGRANT FAMILIES (PIF) CAMPAIGN- DISSEMINATED COMMUNITY EDUCATION MATERIALS ON PUBLIC CHARGE AND SUPPORTED PARTNERS IN THEIR ... (More)


$3,105,705

Spent in most recent FY

42%

Percent of program expenses


CHILDREN AND YOUTH:- LAUNCHED AND LEAD A DIVERSE NETWORK OF ADVOCATES TO ADVANCE POLICIES THAT SUPPORT CHILDREN IN MIXED-STATUS IMMIGRANT FAMILIES CALLED THE CHILDREN THRIVE ACTION NETWORK (CTAN).- LA ... (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 CLASP 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.


Back to Top

Leadership & Adaptability Report

100

of 100 points

Mission

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


CLASP advocates for public policies and programs at the federal, state, and local levels that address poverty and advance racial equity, improve the lives of low-income people, and create ladders to economic security for all. We identify and seek to tear down barriers that hold people back due to their race, ethnicity, immigrant status, or geography, as well as low income. CLASP accomplishes this by looking for large-scale opportunities to improve federal and state policies and working back and forth between levels of government to achieve maximum impact, bringing state and local innovations to the federal level and translating federal legislation and regulation into ambitious game plans for state and local change.


Source: Nonprofit submitted responses

Vision

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


The impact of systemic racism transcends generations, especially in regard to achieving fair and equitable education, economic, and employment opportunities. Public policy in these areas has historically been white centered in its practice, narrative, and culture in a way that has perpetuated exclusion of impacted people of color rather than intentionally partnering with them to develop policies that center their needs. CLASP is committed to a vision where that culture is dismantled and replaced by one that is inclusive, participatory, and emphasizes authentic partnerships. As an anti-poverty policy organization we have a vision that requires us to build a culture that centers racial equity and dismantles systems of oppression, both internal and external.


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: Seize new opportunities federally to reduce poverty, promote economic security, and advance racial equity through large-scale policy change that benefits working families and communities of color.

Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.


Goal Two: Ensure equitable/effective implementation of policy wins at federal and state level through expert technical assistance. Work with federal and state agencies as they implement new policies.

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


Goal Three: Strengthen partnerships with grassroots and impacted communities both as a core value in itself and as a crucial way to advance our mission.

Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

CLASP continues to prioritize both identifying and connecting staff to leadership development opportunities that help to advance their individual and collective growth in areas of expertise and cross-cutting areas. Staff at all levels are given opportunities to broaden/deepen their scope of engagement by offering opportunities to lead projects; engage in connected work like fundraising to develop and diversify their skills; and connected to professional development opportunities within and outside the organization. Specific examples include hosting internal training events around an array of topics including fundraising, facilitation, legislative affairs, communications, etc. The organization also financially support staff leadership development engagements including fellowships.

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?

A core organizational goal of the organization is to strengthen partnerships with grassroots and impacted communities both as a core value in itself and as a crucial way to advance our mission. This allows us to deepen our commitment to racial equity, connect to field organizing and energy, shift narratives, hold up long-term vision no matter what the immediate net steps, and create accountability for policy solutions that lead to structural and impactful change for impacted individuals and communities. This year alone we have made substantial progress towards meeting this goal including launching a new child care network while maintaining coalitions from previous years and adapting them to the current legislative and political context, launching the New Deal for Youth partnership with young leaders, and partnering with impacted people through the Community Partnership Group to inform our income and work supports program.

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.


CLASP is committed to deepening our understanding of the intersection of race and poverty and the role of racism in maintaining a society where communities of color disproportionately experience systemic poverty. In the spring of 2020, amid the pandemic and the racial justice movement, CLASP took time to critically analyze and evaluate our role in fighting for racial equity and justice as an anti-poverty non-profit organization. Although, we were already fervently committed to racial equity prior to this movement, we acknowledged the need to do more by continuing and deepening our engagement in making sustainable transformational change. To meet this need and identify the next phase of CLASP’s racial equity journey, we conducted an internal assessment of CLASP’s staff, consultants, fellows, and Board members. The assessment affirmed the progress CLASP had made toward prioritizing and centering racial equity internally and externally. One of the most important revelations from the assessment was the call to create and implement both a “Bold Vision” for CLASP’s racial equity journey and an explicit framework to inform and guide our policy and advocacy efforts. This framework will include practical ways of directly infusing racial equity into policy efforts, technical assistance, and our related strategies and partnerships.

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

CLASP 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.


Back to Top

Culture & Community Report

Unscored

This beta feature is currently viewable only on desktop or tablet screens. Check back later for updates.

Constituent Feedback

Constituent Feedback

Not Scored


This organization reported that it is not 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?

Note: The organization did not respond to this question.


How is your organization using feedback from the people you serve?

Note: The organization did not respond to this question.


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

Note: The organization did not respond to this question.


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

Note: The organization did not respond to this question.


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.

The Giving Basket had an issue with your donation. Please try again. If the problem persists contact us and include your Cart ID: Unknown