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Washington DC | IRS ruling year: 1948 | EIN: 53-0183181
Founded in 1947, Defenders of Wildlife is one of the country's leaders in science-based, results-oriented wildlife conservation. We are committed to saving imperiled ... (More)
Founded in 1947, Defenders of Wildlife is one of the country's leaders in science-based, results-oriented wildlife conservation. We are committed to saving imperiled wildlife and championing the Endangered Species Act, the landmark law that protects them. Defenders of Wildlife is a national membership organization dedicated to the protection of all native animals and plants in their natural communities. We work to protect and restore America's native wildlife, safeguard habitat, resolve conflicts, work across international borders and educate and mobilize the public. (Less)
Good
This charity's score is 88%, earning it a Three-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.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 12/1/2021 | 2020 | 86.97 | |
| 11/1/2020 | 2019 | 87.53 | |
| 9/3/2019 | 2018 | 84.62 | |
| 11/1/2018 | 2017 | 81.29 | |
| 8/1/2018 | 2017 | 81.20 | |
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
| 10/1/2017 | 2016 | 81.44 | |
| 10/1/2016 | 2015 | 83.98 | |
| 6/1/2016 | 2014 | 86.71 | |
| Rating Version: 2.0 | |||
| 11/1/2015 | 2014 | 86.21 | |
| 8/1/2014 | 2013 | 88.36 | |
| 5/1/2013 | 2012 | 81.80 | |
| 10/1/2012 | 2011 | 71.79 |  |
| 9/1/2012 | 2011 | 72.13 | |
| 6/1/2012 | 2011 | 83.90 | |
| 9/20/2011 | 2010 | 83.28 | |
| Rating Version: 1.0 | |||
| 2/1/2011 | 2009 | 77.17 | |
| 3/1/2010 | 2008 | 83.09 | |
| 3/1/2009 | 2007 | 87.66 | |
| 4/1/2008 | 2006 | 86.42 | |
| 12/1/2006 | 2005 | 84.06 | |
| 10/1/2005 | 2004 | 75.06 | |
| 10/1/2004 | 2003 | 81.14 | |
| 10/1/2003 | 2002 | 87.66 | |
| 2/5/2003 | 2001 | 90.30 |  |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Defenders of Wildlife 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.
Defenders of Wildlife has earned a 87% 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 2020, which is the most recent Form 990 currently available to us.
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Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) 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. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| 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:
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| 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.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
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
| Conflict of Interest ... (More) Such a 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 or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
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 |
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
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 14.80% - 7.5/10 ptsLiabilities to Assets Ratio - 14.80% - 7.5/10 pts
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
Working Capital Ratio - 1.20 years - 10/10 ptsWorking Capital Ratio - 1.20 years - 10/10 pts
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
Fundraising Efficiency - $0.14 - 7.5/10 ptsFundraising Efficiency - $0.14 - 7.5/10 pts
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
Administrative Expense Ratio - 14.80% - 10/10 ptsAdministrative Expense Ratio - 14.80% - 10/10 pts
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 Expense Ratio - 14.89% - 7.5/10 ptsFundraising Expense Ratio - 14.89% - 7.5/10 pts
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
Program Expense Ratio - 70.09% - 5.74/10 ptsProgram Expense Ratio - 70.09% - 5.74/10 pts
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
Program Expense Growth - 3.59% - 3.59/10 ptsProgram Expense Growth - 3.59% - 3.59/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. 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
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
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
Jamie Rappaport Clark, President & CEO
$476,108 (1.39% 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
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:
Preservation of natural resources (conservation) (BMF activity code: 350)
Other school related activities (BMF activity code: 059)
Foundation Status:
Organization that normally receives no more than one-third of its support from gross investment income and unrelated business income and at the same time more than one-third of its support from contributions, fees, and gross receipts related to exempt purposes. 509(a)(2) (BMF foundation code: 16)
Affiliation:
Central - the organization is a central type organization (no group exemption) of a National, Regional or Geographic grouping of organizations. (BMF affiliation code: 1)
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 (Defenders of Wildlife) or EIN (530183181) in the 'Search Term' field.
Not Currently Scored
Defenders of Wildlife 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.
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Defenders of Wildlife reported its two largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
Mobilization of Constituency
Spent in most recent FY
Percent of program expenses
Conservation and Restoration of Biodiversity
Defenders of Wildlife 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.
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Defenders of Wildlife 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.
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Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Defenders of Wildlife is a national, nonprofit membership organization dedicated to the protection of all native animals and plants in their natural communities. We focus our programs on what scientists consider the two most serious environmental threats to our planet: the accelerating rate of species extinction and associated loss of biological diversity and the alteration and destruction of habitat. Our conservation efforts are targeted at the full range of vulnerable North American biodiversity, from plants to pollinators to predators. While we do not set geographic boundaries on our work, we primarily focus on species of North America. We recognize that we cannot protect any species without simultaneously protecting the habitats and other species on which it relies.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Defenders of Wildlife envisions a future where diverse wildlife populations in North America are secure and thriving, sustained by a network of healthy lands and waters. We are working for the day when vulnerable North American species rebound to the point that they are no longer threatened with rapid decline or extinction and thriving in robust, well-distributed populations, supported by a transnational network of public and private lands, rivers and coastal waters, core natural areas and working landscapes. Defenders of Wildlife deploys a wide range of tools and tactics, from policy analyses and advocacy, to litigation, innovative science and technology programs and field conservation. Every Defenders program aligns with or contributes to at least one of three broad imperatives: • Prevent species and their habitats from becoming imperiled. • Protect endangered and threatened species and their habitats. • Restore the health of vulnerable species and their habitats
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Conserve and restore biodiversity in North America using a wide range of tools and tactics: policy analyses and advocacy, litigation, innovative science and technology programs and field conservation.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Two: Mobilize a broader constituency for wildlife conservation: mobilizing our membership, engaging new audiences, expanding partnerships, diversifying our workforce and fostering a culture of inclusivity
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
Defenders of Wildlife has made significant investments in the leadership development of its managers and supervisors. In 2022, Defenders began a structured management leadership training program for all supervisors (managers, directors, vice presidents and above). Cohorts meet bi-weekly in structured coursework on topics such as People Management, Management Styles, Setting Expectations and Providing Feedback, Setting Goals, and Effective Monitoring, and Having Difficult Conversations.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
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
Policy Advocacy
Defenders engages our grassroots membership in conservation actions and activities and provides them with the tools and resources they need to serve as effective advocates and ambassadors for wildlife and habitats. Defenders also aims to proactively expand the conservation community; activities include enlisting nontraditional constituencies and empowering the next generation of conservationists to lead in the protection of wildlife and habitats; leading community and student science programs; implementing human-wildlife coexistence programs; using evolving social platforms. Defenders is also building on our long history of working with partners on issues of common interest, identifying and engaging new partners, expanding outreach to and engagement with indigenous peoples, and developing partnerships with technology companies that can deliver our tools to new audiences. We are also committed to growing a mission-driven, diverse, equitable and inclusive workforce.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Defenders of Wildlife has adapted to multiple external changes over the past year. These have included evolving to the changing circumstances of the pandemic by transitioning our workforce to a hybrid environment and transitioning our advocacy on behalf of wildlife to maximize impact following the transition to a new presidential administration. Additionally, as wildlife and habitats continue to face multiple threats, we have remained vigilant and adapted strategy and tactics by working with key partners, public officials, and engaging our members. One such example over the past year is our work to protect the Okefenokee National Wildlife Refuge from the threat of mining on adjacent lands. The Okefenokee Swamp is a vital natural resource in Georgia and the Southeastern U.S. At roughly half a million acres, the Okefenokee is one of the largest intact freshwater ecosystems in the world and home to various threatened and endangered species. Defenders has led a comprehensive campaign to protect the refuge from the Twin Pines mining proposal. A favorable decision by the U.S. Army Corps of Engineers was overturned following litigation by the mining company, and only a state permit now stands between the refuge and this extremely damaging development. Defenders has evolved our approach throughout this fight and continues to engage in the state process, and to reach out to state and federal officials to push them towards identifying a permanent protection solution for this special place.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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