Mission: Phipps Conservatory and Botanical Gardens, a great steel and glass Victorian greenhouse, has been inviting visitors to explore the beauty and mysteries of plants sin ... (More)

Phipps Conservatory and Botanical Gardens is a 501(c)(3) organization, with an IRS ruling year of 1985, and donations are tax-deductible.

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Contact Information

  http://phipps.conservatory.org

 One Schenley Park
Pittsburgh PA 15213 

  412-622-6914


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Star Rating System


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 91.72, 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

88.0%


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

6.4%


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

5.5%


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

6.4%


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

4.97 years


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


Source: IRS Form 990

Program Expense Growth

6.43%


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)

Partial

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 up to five of this organization's highest compensated employees. This compensation data includes salary, cash bonuses, and expense accounts and is displayed exactly how it is reported to the IRS. The amounts include salary, cash bonuses, and expense accounts. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. Read the IRS policies for compensation reporting



RICHARD PIACENTINI, PRESIDENT AND CEO

$394,655


GREGORY R DUFOUR, DIRECTOR, CAPITAL CAMPAIGN

$151,120


JANICE KORTZ, DIRECTOR, HR & OPERATIONS

$140,883


MAJORIE A RADEBAUGH, DIRECTOR, EDU & HORTICULTURE

$124,632


JULIE LABAR, DIR., MARKETING & COMMUNICATIONS

$105,980


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:

Fundraising (BMF activity code: 927)


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.


Phipps Conservatory and Botanical Gardens reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Revenue

  • Balance Sheet


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

Like all nonprofits, Phipps’ functional expenses and revenue streams were impacted, primarily with a loss of Earned Income that comprises some 60 percent of Conservatory revenue. Through strategic control of expenses, the acquisition of federal and other funding, established plans that have included disaster preparedness with set-aside emergency funding, clear analysis of changing financial conditions, scenario forecasting, and ongoing transparent weekly communication with internal and external constituencies, Conservatory leadership steadied the organization for forward growth. While revenue without donor restrictions fell 30 percent, Phipps secured PPP and additional resources through fundraising to diminish the negative effect on cash flow, while retaining full employment throughout the year.


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

As one of the region's most visited cultural attractions, Phipps experienced a dramatic decrease in horticultural display guests due to government and CDC health-safety requirements: from more than 500,000 to 325,000 guests. The organization's burgeoning educational programming is remarkable for its experimental, maker-centered and public-facing learning, pedagogy, engagement and community-building activity. These programs shifted to digital resources and e-learning with impressive results that will be retained by the organization going forward.


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

All staff were retained. Horticultural staff maintained specimen collections and support staff dove into strategic projects, which have made the organization stronger. Receiving national recognition for maintaining its assets at the service of the wider public, Phipps Education and Outreach departments developed and launched more than 450 new online e-learning sessions and digital resources for classes, lectures and symposia that were in person prior to the pandemic. Attendance for sessions has climbed by 12 percent to 4,807, and in some cases turnout has doubled over an in-person session, as the programming reach has grown within and beyond Phipps’ customary 4-boardering-states catchment area (Western Pennsylvania/Eastern Ohio/Northwestern West Virginia and Maryland). This new e-learning pulls 91.5 percent from Phipps’ catchment area; 2 percent from central and eastern Pennsylvania; and 6.5 percent from across the U.S. and globe.


Innovations the organization intends to continue permanently after the pandemic:

The digital resources and e-learning approach to strengthening current program participants and reaching new constituencies with a wellspring of valuable lifelong learning will remain a keystone of Phipps' public educational outreach going forward. It is an approach that is also vital as a portal to onsite Phipps engagement and increasing tourism into the area. Just as importantly is the fact that the new engagement capabilities will further bolster diversity, equity, accessibility and inclusion in programming opportunities to every community member. Comprehensively, these successful new approaches will enhance Phipps’s collaborative involvement in its neighborhood Innovation District that includes the University of Pittsburgh and UPMC medical research, Carnegie Mellon University, and cultural organizations. This Innovation District has been instrumental in ranking the region among the top four U.S. innovations Cities by the Brookings Institution.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
5/1/20212019 91.72
3/1/20202018 92.12
12/1/20182017 92.53
3/1/20182016 92.71
2/1/20172015 92.71
6/1/20162014 92.71
Rating Version: 2.0
12/1/20152014 92.65
12/1/20132012 87.82
6/1/20132011 86.19
3/1/20122010 88.45
9/20/20112009 91.35
Rating Version: 1.0
3/1/20112009 88.63
5/1/20102008 98.42
7/1/20092007 90.83
5/1/20082006 88.14
12/1/20062005 79.95
11/1/20052004 85.01
10/1/20042003 95.28
8/1/20032002 88.41
10/15/20022001 96.23
4/15/20022000 95.05

...   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

Phipps Conservatory and Botanical Gardens 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 Phipps Conservatory and Botanical Gardens? Join the waitlist for an updated Impact & Results score.


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Additional Information

Unscored

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Largest Programs

Largest Programs



Phipps Conservatory and Botanical Gardens reported its three largest programs on its FY 2019 Form 990 as:


$1,928,331

Spent in most recent FY

16%

Percent of program expenses


GUEST SERVICES: AT PHIPPS, GUESTS ENCOUNTER THE TRANQUIL NEXUS OF ART, SCIENCE, CULTURE, HISTORY, AND THE ENVIRONMENT. WOVEN INTO THE CIVIC IDENTITY OF ITS REGION AND ACCLAIMED AS ONE OF THE TOP GARDE ... (More)


$1,923,599

Spent in most recent FY

16%

Percent of program expenses


HORTICULTURE: SINCE 1893, PHIPPS HAS CONNECTED PEOPLE TO NATURE AND ONE ANOTHER THROUGH THE BEAUTY AND SCIENCE OF PLANTS. WITH ITS ANNUAL CYCLE OF FIVE FACILITY-WIDE SEASONAL FLOWER SHOWS AND OTHER AC ... (More)


$839,036

Spent in most recent FY

7%

Percent of program expenses


EDUCATION: PHIPPS CONSTRUCTS PIONEERING SUSTAINABNLE GARDEN-SCAPES AND BUILDINGS TO INFUSE INNOVATION, TECHNOLOGY, AND KNOWLEDGE INTO THE ORGANIZATION'S AWARD-WINNING OPERATIONS AND PROGRAMMING. THE P ... (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 Phipps Conservatory and Botanical Gardens is a passing score.

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


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Leadership & Adaptability Report

100

of 100 points

Mission

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


Phipps Conservatory and Botanical Gardens opened in 1893 as the nation's largest permanent garden-conservatory and was recognized as the first teaching one in 1901. The prized Victorian gem invites visitors to explore the beauty and importance of plants in a curated landmark setting with a futuristic Living Campus addition, constructed at the world’s highest green standards. Phipps combines the latest environmental knowledge, innovation and technology with: ground-breaking research, leading-edge education programs, pioneering regenerative structures and garden landscapes, and engaging cultural opportunities for the region and beyond. Its plant-based science, humanities and health programming engages up to 1 in 9 area households and thousands of tourists per year, impacting community betterment with an “innovation and learning ecosystem” that advances a socially just, culturally rich, and ecologically restorative web of life.


Source: Nonprofit submitted responses

Vision

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


To live in harmony with nature, Phipps aspires to: 1. Understand and act upon the critical balance of human and environmental health for personal and community betterment; 2. Value and sustain a socially just, culturally rich and ecologically restorative web of life; 3. Celebrate the central role of plants in local and world cultures; and 4. Cultivate the personal and community benefits of garden culture to sustain people, places and planet. Visionary Goals: 1. To maximize possibility by enhancing life-long learning experiences and extend the benefits of plant-based science, humanities and health initiatives to all audiences; 2. To promote justice by bridging society’s opportunity gap that is evident in disparities between the food-security and educational opportunities of socio-demographic groups; and 3. To grow connection by facilitating community engagement to address human and environmental challenges facing the community, nation and planet.


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: Scale up new digital and virtual resources to meet public demand to: cultivate food-desert neighborhoods' garden cultures; sharpen sustainable agriculture skills, science, and; extend R&D capacity.

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


Goal Two: Ranked a #1 tourist attraction, Phipps’ display, education and research will explore equitable economic models supporting organic, sustainably sourced food and valuing healthy lifestyle choices.

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


Goal Three: An international sustainability movement leader, Phipps will combine the latest environmental knowledge, technology and innovation with best-practice regenerative buildings and garden landscapes.

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

Following its award-winning regenerative systems-thinking management approach to meet pandemic operating challenges, Phipps channeled staff to work outside of their normal procedures with a focus on future potential. Through cross-training and initiative, staff took on a wide-ranging array of new and longstanding initiatives, such as: designing future displays, exhibits and programs; updating IT systems by reconciling databases; retooling operating manuals; contacting constituents; and completing continuing education credits, among dozens of initiatives. Through its regenerative approach, Phipps continues to persevere through these unprecedented times without furloughs and is further ahead in many structural and operational areas. In addition to cross-training and the acquiring new skill-sets, staff have also expanded their scope by engaging in professionally facilitated diversity, equity, accessibility and inclusion training and evaluations.

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

What are this organization’s external mobilizaton efforts?

A vital partner in its sector’s American Association of Public Gardens and the American Alliance of Museums as well as the International Living Future Institute, Phipps convenes national trans-disciplinary symposia on the critical nexus of human and environmental health and informs public understanding on science through its Research Institute for Biophilia and Science Engagement programming for lifelong learners and academicians. Through sequential five-year strategic plans, the Board of Trustees drives forward momentum on display, education, research and financial imperatives. Plan objectives to address Climate Change are of primary importance and include: an international path-making toolkit (https://climatetoolkit.org/) for world partners to combat this great threat humanity faces. Phipps community-building programming has garnered: 3,000-plus media citations; 171,000-plus social media followers, and; 837,000-plus website views from more than 200 countries.

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.


The COVID-19 pandemic has been a scourge in western Pennsylvania, joining opioid and other life-threatening addictions as well as persistent high poverty rates and attending health maladies to imperil the region. The pandemic has also disproportionately stricken minorities: African Americans account for 22 percent of Allegheny County’s reported cases, though they make up 12.8 percent of its population. The status of minorities is in sharp contrast to that of others in the Pittsburgh region, an inequity that Phipps programming aims to correct. From the nineteenth century through the 1980s, Pittsburgh was one of nation’s top ten corporate business centers. Though this engine ceased two generations ago, civic vestiges of its educational and cultural infrastructure buoyed the region with high tech innovation to lift Pittsburgh to one of America’s four Innovation Cities (Brookings Institution 2017). Phipps aims to continue working intensively in every corner of its community to examine, heal, and improve our neighbors’ quality of life – realizing that one must solve arising problems in new ways. The fast-paced move to digital resources is helping meet public demand and continues with new virtual learning and digital resources for a “blended” learning future of simultaneous digital and in-person components for effective lifelong learning. Phipps has persevered through challenges and change for 128 years to be a “source of instruction and pleasure” as intended by founder Henry Phipps, who like his friend and business partner Andrew Carnegie, targeted innovative charitable investments to shape a community through an enlightened populace. Phipps Conservatory has become one of the finest botanic garden museums by combining the latest environmental knowledge, innovation and technology with: ground-breaking research, leading-edge education programs, pioneering regenerative structures and garden landscapes, and new cultural opportunities for its region and beyond.

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

Phipps Conservatory and Botanical Gardens 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


Constituent Feedback and Listening Practice data are not available for this organization. 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.


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 award every nonprofit that completes the Candid survey full credit for this Beacon, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. Although the data is not evaluated for quality at this time, future iterations of this Beacon will include third party or other data that will serve to validate the information provided by the nonprofit.

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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