Mission: Wheeler Mission is a non-denominational, Christian, social services organization, which provides critically needed goods and services to homeless, poor, and needy of ... (More)

Wheeler Mission is a 501(c)(3) organization, with an IRS ruling year of 1942, and donations are tax-deductible.

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Contact Information

  http://www.wheelermission.org/

 205 East New York Street
Indianapolis IN 46204 

  317-635-3575


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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.




Good

This charity's score is 88.26, earning it a 3-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 2020, 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

70.7%


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

6.1%


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

23.0%


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


Source: IRS Form 990

Liabilities to Assets Ratio

10.4%


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

$0.17


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

2.25 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

11.23%


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



Richard A. Alvis, President, CEO

$160,334 (1.04% of Total Expenses)


Current CEO and Board Chair can be found in the Leadership & Adaptability report below.

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

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:

Gifts or grants to individuals (other than scholarships) (BMF activity code: 561)

School, college, trade school, etc. (BMF activity code: 030)

Emergency or disaster aid fund (BMF activity code: 902)


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.


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

  • Fundraising Capacity

  • Staffing

  • Administrative Capacity

  • Our organization relies heavily on volunteers in delivering approximately 1,000 meals daily. Throughout the pandemic, volunteerism has been suspended multiple times - making it challenging to ensure those in need received hot, nutritious meals.


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

COVID-19 had a positive impact on fundraising and the organization's overall financial strength in 2020. Specifically, there were multiple grants awarded to Wheeler Mission in 2020 that were directly tied to emergency relief efforts in ensuring the community's most vulnerable citizens remained safe and did not contribute to overwhelming the local hospitals any more than the community's healthcare response system was already overwhelmed by the pandemic. Further, there were hundreds of individual donors who offered support above and beyond their typical annual giving due to their commitment to ensuring individuals experiencing homelessness were not forgotten during this time of crisis.


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

Wheeler Mission has provided emergency shelter to those in need since 1893, and continued to be available to each individual seeking a clean bed, nutritious meal, or hot shower throughout the COVID-19 pandemic. However, most long-term programs offered by Wheeler Mission were interrupted or suspended for, at least, a period of time throughout 2020 and into early 2021 due to limited space and the need to ensure space remained available to those in need of emergency relief. Specifically, the need to comply with Centers for Disease Control and Prevention guidelines for congregate shelter settings resulted in shelter operations needing to utilize facility space more efficiently and effectively for the purpose of social distancing and preventing the spread of the pathogen.


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

In an effort to ensure social distancing guidelines could be achieved and to ensure everyone experiencing homelessness in Central Indiana throughout the pandemic had access to a safe and secure environment, the City of Indianapolis partnered with Wheeler Mission in utilizing hotels throughout Indianapolis (in addition to the existing congregate shelter sites operated by Wheeler Mission). This required Wheeler Mission staff to remain flexible and adaptable while, simultaneously, remaining focused on the needs of those in crisis. Furthermore, Wheeler Mission invested in renovating existing shelter spaces to ensure individuals have access to medical care, vaccinations, and/or isolation throughout the remainder of this pandemic. This ranged from building exam rooms and isolation spaces in shelter sites to installing plexiglass barriers, hand-washing stations, and quick-read thermometer stations.


Innovations the organization intends to continue permanently after the pandemic:

There are likely too many processes that have changed and will likely remain since the onset of the pandemic to name here. While face-to-face meetings will always hold significant value, it is clear that staff meetings will forever be changed at Wheeler Mission now that virtual meetings are so easy to access and proven to be effective. Furthermore, the need for handwashing stations at all shelter sites and easy access to exam rooms that can also be used for quarantine/isolation to prevent the unnecessary spread of a suspected pathogen will remain long after the conclusion of this pandemic.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
8/3/20212020 88.26
11/1/20202019 88.00
9/3/20192018 86.65
12/21/20182017 85.32
9/1/20182017 84.50

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.

11/1/20172016 84.90
10/1/20162015 84.37
6/1/20162014 84.89
Rating Version: 2.0
3/1/20162014 86.93
11/1/20152014 86.93
3/1/20152013 81.86
11/1/20142013 81.20
10/1/20132012 79.69
4/1/20122011 81.89
9/20/20112010 84.22
Rating Version: 1.0
7/1/20112010 78.78
10/1/20102009 89.83
12/1/20092008 82.53
10/1/20082007 80.13
4/1/20072006 59.53
7/1/20062005 64.09
5/1/20052004 74.39
9/1/20042003 74.59

...   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

100

out of 100

Wheeler Mission is , earning a passing score. This score has no effect on the organization's Star Rating.


Impact

$10 provides a night of shelter for a person experiencing homelessness.



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Impact & Results Report

100

of 100 points


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Rated Program

Rated Program


Program

Agape House Center for Women & Children, Center for Men, Center for Women and Children and Mens Shelter

Activities

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

Program Type

Beneficiaries Served

Program Geography

Time Period of Data


Learn how we assess the impact of nonprofits

Outcomes and Cost

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

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

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

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


Outcome Metric


Outcome Data Source

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


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


Method for Attributing Outcomes

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


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


Cost Data Source

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


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


Impact and Determination

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

Impact Statement

$10 provides a night of shelter for a person experiencing homelessness.

Benchmark for Rating

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

Determination

Nonprofit Comment

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


This nonprofit did not provide a comment

Analysis Details


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

Additional Information

Unscored

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Largest Programs

Largest Programs



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


$3,559,059

Spent in most recent FY

32%

Percent of program expenses


WHEELER MISSION PROVIDES TEMPORARY EMERGENCY SHELTER TO HOMELESS AND/OR DISADVANTAGED MEN AT FACILITIES IN INDIANAPOLIS AND BLOOMINGTON, IN. BREAKFAST, LUNCH, DINNER, SHOWERS, CLOTHING, CHAPEL SERVICE ... (More)


$2,912,441

Spent in most recent FY

26%

Percent of program expenses


WHEELER MISSION OFFERS ADDICTION RECOVERY PROGRAMS FOR MEN AND WOMEN. MEN STRUGGLING WITH SUBSTANCE ABUSE CAN ENTER THE HEBRON PROGRAM, WHICH HAS FACILITIES IN INDIANAPOLIS AND BLOOMINGTON. THIS PROGR ... (More)


$2,155,137

Spent in most recent FY

19%

Percent of program expenses


WHEELER MISSION PROVIDES AN ENVIRONMENT THAT IS SAFE FOR WOMEN AND WOMEN WITH CHILDREN EXPERIENCING HOMELESSNESS IN INDIANAPOLIS AND BLOOMINGTON. OUR SERVICES TAKE A HOLISTIC APPROACH BY PROVIDING PHY ... (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 Wheeler Mission 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


WHEELER MISSION MINISTRIES PROVIDES CHRIST CENTERED PROGRAMS TO THE HOMELESS AND THOSE IN NEED.


Source: Nonprofit submitted responses

Vision

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


To see every man, woman, and child we serve equipped to be productive citizens who enjoy lasting success in Christ.


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: Modernize and update computers and IT systems, as well as develop a comprehensive plan to manage all facilities and assets more proactively.

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


Goal Two: Create a program portfolio management process to assess program performance annually and comprehensively.

Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.


Goal Three: Advance leadership culture and accelerate development of next generation leaders.

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


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

Wheeler Mission utilized a consulting firm to facilitate discussions about leadership and management with emerging leaders currently employed by the organization and identified by leadership as a next generation leader. Furthermore, Wheeler has actively pursued discussions and projects ranging from diversity and inclusion to employee engagement and strategic planning that intentionally include mid-level managers and staff who have been identified by existing leadership as having leadership potential.

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?

One great example of Wheeler Mission focusing externally to mobilize the mission of the organization is the creation of the Mary Wheeler Circle. This women's giving circle is created for the purpose of giving women the opportunity to support Wheeler Mission's Center for Women & Children and become more intentional in how they get to know and understand the needs of the women and children receiving services as well as identify effective ways to offer access to solutions or resources. Through its first three years of existence this giving circle has generated almost $300,000 in new giving and has resulted in the acquisition and renovation of key items and spaces for the programs at the Center for Women & Children. In 2021, the director of women's philanthropy at Wheeler Mission gave a lecture at the CityGate Conference in Baltimore due to the success of the program and the demand from within the rescue mission industry to learn more.

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.


COVID posed challenges to protecting individuals experiencing homelessness since its onset. There has been, and continues to be, a tension between preventing a spread of the virus in shelter settings and making sure space, staffing and resources are available to comply with CDC guidelines designed to keep individuals experiencing homelessness safe during this pandemic. Wheeler partnered with the City of Indianapolis to provide hotel rooms at three different sites to not only increase the community’s capacity for safe, non-congregate shelter throughout the cold weather months, but also allow existing shelter sites to reduce capacity to comply with social distancing guidelines. These hotel rooms added space for 620 men, women, and children. Despite these efforts the hotel rooms set aside for women and families seeking shelter were consistently at 99% capacity. On December 1 of 2020, The Indianapolis Star reported that Indiana ranked second in the nation for COVID hospitalizations per-capita. Then, one week later, the COVID-19 Tracking Project reported that Indiana had the highest per-capita infection rate in the United States for the week after Thanksgiving. Brian Tabor, President of the Indiana Hospital Association, is concerned about the availability of health care, said at the time “each one of us must commit to doing our part to reduce the spread of this terrible disease so that all Hoosiers can access the care they need 24/7.” Wheeler, and others serving the community’s most vulnerable populations, is grappling with the enormous challenge of increasing capacity to ensure everyone has access to shelter and safety during this pandemic while, simultaneously, doing their part to ensure the community’s hospitals and health care system do not become overwhelmed.

Source: Nonprofit submitted responses

Additional Information

Unscored

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Organization Leadership

Organization Leadership


Rick Alvis

President, CEO

Jim Fountain

Chairman

...   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

Wheeler Mission 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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