Saving Innocence Inc.
Saving Innocence Inc.
http://www.savinginnocence.org/
P.O. Box 93037
Los Angeles CA 90093
Los Angeles CA | IRS ruling year: 2011 | EIN: 45-2049173
Mission not available
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http://www.savinginnocence.org/
P.O. Box 93037
Los Angeles CA 90093
Los Angeles CA | IRS ruling year: 2011 | EIN: 45-2049173
Mission not available
Great
This charity's score is 95%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 90% Accountability & Finance, 10% Leadership & Adaptability. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Saving Innocence Inc. is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Saving Innocence Inc. has earned a 94% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2019, which is the most recent Form 990 currently available to us.
Learn more
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters.
Source: IRS Form 990
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
Total Revenue Amount | Expectation to Receive Credit |
---|---|
$1 million or higher | Expected to complete an audit |
$500,000 - $1 million | Expected to complete an audit, review, or compilation |
Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Charity Navigator looks for the existence of a conflict of interest policy on the Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Charity Navigator looks to confirm on the Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Charity Navigator looks for the existence of a document retention and destruction policy per the Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Charity Navigator looks for the existence of a whistleblower policy per the Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Charity Navigator looks for a website on the Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
Liabilities to Assets Ratio | Amount of Credit Received |
---|---|
Less than 50% | Full Credit |
50% - 59.9% | Partial Credit |
60% or more | No Credit |
Source: IRS Form 990
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.
Program Expense Percentage | Amount of Credit Received |
---|---|
70% or higher | Full Credit |
60% - 69.9% | Partial Credit |
50% - 59.9% | Zero Points for Program Expense Score |
Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
No Data Available
Key Persons data is currently unavailable for this organization. This data is only available if this charity has at least one year of electronically-filed Form 990 data filed within the last six years.
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Activity data not reported from the IRS
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Saving Innocence Inc.) or EIN (452049173) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Saving Innocence Inc. reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Administrative Capacity
How COVID-19 impacted the organization's operations financially:
Although COVID-19 created a ~$600k void in our donations as donors faced their own challenges during the pandemic, we were able to employ a full staff. Years of proper budgeting, smart financial decisions, and agency preparedness allowed us to continue with all of our teams. To ensure this would be case for as long as the pandemic lasted, we also applied for and received the PPP loan.
How COVID-19 impacted the organization's delivery of programs:
As part of our contracts with LA County, we were considered essential workers and our staff continued to meet with youth face to face when safe and appropriate. The First Responder Protocol did not stop during the pandemic and our team continued to go out and meet with youth and law enforcement. During the height of the pandemic, social distancing, lockdowns, and business shutdowns, we temporarily shifted some of our in-person client workshops over to virtual meetings. This allowed staff to stay connected with youth while we coordinated the next steps. For our SLAY program, we were able to find outdoor locations and shift to a shorter program length to accommodate the needs of the youth. While we were unable to do prevention groups in care and detention facilities, we were able to pilot an individualized intervention curriculum, and spend more one-on-one time with the youth. We continued to respond to crisis calls, and created life skills workshops in lieu of prevention groups.
How this organization adapted to changing conditions caused by COVID-19:
Our group programs and services, events, and meetings were shifted to virtual calls. While we were able to shift to zoom and FaceTime calls at the height of the lockdowns, we recognized the need was still to be in person as much as possible. In addition to staff driving out to clients, we used delivery services to get our clients specific items for basic needs like food and clothing. Our office operations continued through staggered scheduling of necessary in-office work otherwise our administrative staff worked from home. We provided child care reimbursements for our staff who are parents since schools were shut down. We continued to meet face to face as safe and appropriate with all health and safety measures in place, and moved to virtual when needed.
Innovations the organization intends to continue permanently after the pandemic:
We have incorporated more technology to support staff communication & collaboration whether in the office or at home which includes further digitization of documents/forms. Some examples of this are continuing to incorporate video calls, instant messenger communication, project management software, and eSignatures in everyday operations. We will also continue to book outdoor spaces for staff meetings and client events as they have been successful. The life skills workshops pilot program will continue even after the pandemic as the youth still need to develop essential skills like cooking, budgeting, interviewing, etc.
Not Currently Scored
Saving Innocence Inc. cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
No 990 Program Data Found
Saving Innocence Inc. cannot currently be evaluated by our Culture & Community methodology because we have not received data from the charity regarding its Constituent Feedback or Equity Practices strategies.
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
Saving Innocence Inc. has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
THE MISSION OF SAVING INNOCENCE IS TO RECOVER AND RESTORE CHILD VICTIMS OF SEX TRAFFICKING THROUGH STRATEGIC PARTNERSHIPS WITH LAW ENFORCEMENT, SOCIAL SERVICE PROVIDERS, SCHOOLS AND OTHER FRONTLINE PROFESSIONALS, WHILE MOBILIZING COMMUNITIES TO PREVENT ABUSE AND INCREASE NEIGHBORHOOD SAFETY.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Saving Innocence's vision is to end the commercial sexual exploitation of children and restore the cultural values of innocence and human worth. Our mission is to rescue and restore child victims of sex trafficking through strategic partnerships with local law enforcement, social service providers, and schools, while mobilizing communities to prevent abuse and increase neighborhood safety. Our hope is that no child who has been a victim of commercial sexual exploitation is left alone to navigate recovery.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Recruiting, training, and supporting resource families who have enough room in their homes and hearts to join one of the children that Saving Innocence cares for with their family.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Develop healthy, competent, and motivated survivor leaders through workshops and partnerships with current community leaders and mentors.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Three: Train and equip all front-line professionals on how to identify and assist victims: law enforcement, social workers, therapists, schoolteachers, judges, district attorneys, etc.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
The nonprofit provides evidence of investment in leadership development
Saving Innocence fully supports the development of leadership through ongoing training workshops, online webinars, courses and providing additional resources for staff such as LinkedIn learning access to courses. Podcasts, online courses, and leadership exercises are incorporated into weekly meetings.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Saving Innocence partners with the Dept. of Children and Family services, LA County Probation Dept., LAPD, the Sheriff's Dept., the United States Attorney’s Office, U.S. Immigration and Customs Enforcements, Homeland Security Investigations, Zoe International, Journey Out, 1736 Family Crisis Center, community leaders, and many other agencies to ensure that we're all working towards the same goal of advocating for youth and ending sex trafficking. Our marketing efforts to raise awareness consists of social media campaigns on Facebook, Instagram and more recently TikTok. We collaborate with companies and individuals that want to support the organization and create content for online fundraising and awareness campaigns. In addition to raising awareness, our Task Force Coordinator is actively working with city officials and other non-profit organizations in a collective effort against trafficking. They bring 30 years of experience working in the Sheriff's department in Los Angeles.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
During the height of the COVID-19 pandemic, social distancing, lockdowns, and business shutdowns, we temporarily shifted some of our in-person client workshops over to virtual meetings. This allowed staff to stay connected with youth while we coordinated the next steps. For our SLAY program, we were able to find outdoor locations and shift to a shorter program length to accommodate the needs of the youth. While we were unable to do prevention groups in care and detention facilities, we were able to pilot an individualized intervention curriculum, and spend more one-on-one time with the youth. We continued to respond to crisis calls, and created life skills workshops in lieu of prevention workshops. Our group programs and services, events, and meetings were shifted to virtual calls. While we were able to shift to Zoom and FaceTime calls at the height of the lockdowns, we recognized the need was still to be in person as much as possible. In addition to staff driving out to clients, we used delivery services to get our clients specific items for basic needs like food and clothing. Our office operations continued through staggered scheduling of necessary in-office work otherwise our administrative staff worked from home. We provided child care reimbursements for our staff who are parents since schools were shut down. We continued to meet face to face as safe and appropriate with all health and safety measures in place, and moved to virtual when needed.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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