Mission: Founded in 1986, the Virginia Peninsula Foodbank distributes food effectively through collaborative efforts that minimize hunger, promote nutrition and encourage sel ... (More)

Virginia Peninsula Foodbank is a 501(c)(3) organization, with an IRS ruling year of 1988, and donations are tax-deductible.

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Contact Information


 2401 Aluminum Avenue
Hampton VA 23661 


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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.


This charity's score is 95.47, 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 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


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


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


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


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


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

0.85 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


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


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)
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.
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.
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)


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)
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.



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)
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


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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

Karen Joyner, Chief Executive Officer

$108,093 (0.51% 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


Hospital pharmacy, parking facility, food services, etc. (BMF activity code: 169)

Described in section 170(b)1)(a)(vi) of the Code (BMF activity code: 994)

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)


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.

Virginia Peninsula Foodbank reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Staffing

  • Administrative Capacity

  • Grants Received

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

During the first several months of the COVID-19 pandemic, donations to our organization increased exponentially, with heightened media coverage of our programs and the knowledge that the need for food assistance had increased dramatically. However, as much was raised, we also were tasked with purchasing more food to address increasing requests for support. Even a year later, we are still seeing the need for healthy food remaining strong, and the initial influx of donations has slowed down considerably as vaccines become prevalent and the community operates more in line with pre-pandemic practices. Our challenge is to continue to raise and hold the financial resources needed to address any future unexpected increases in service levels for our agencies and programs. The economic and personal effects of the COVID-19 pandemic will impact many in our community for the immediate future.

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

Food banks are called upon to be a part of the community's emergency response following a natural/weather disaster or health pandemic. As a result, we were tasked with operating our programs at an even higher level of service. We used our mobile pantry model to create and execute specialized drive-through large-scale pantry distributions often serving 400+ families at stadium, amusement park, and megachurch parking lots in order to serve a significant number of households in a short time period. We also developed smaller "pop-up" distributions to serve employees in the retail, hospitality, and university support staff industries. At one point in 2020, our partner agencies and structured mobile pantry distribution sites were seeing between a 30%-80% increase in attendance above pre-pandemic standard levels. Access to healthy food is a basic fundamental need, and we increased our presence and programmatic offerings to respond to our community neighbors impacted by the pandemic.

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

-We converted all mobile pantry distributions to drive-through formats where participants receive food items that are pre-boxed and placed directly into their vehicles in order to minimize contact. -Our child feeding programs were changed from having hot prepared meals consumed on site to "Grab and Go" distributions with children receiving pre-bagged meals that they could take home to eat. -When schools closed and in-person instruction was discontinued, the portable bags of weekend meals in our BackPack Program were delivered to school and community sites for drive-through distributions. -All volunteers at our warehouse facility are required to complete health questionnaires, agree to temperature checks and regular hand washing, and wear masks when performing tasks. We also decreased the number of volunteers at certain points to ensure social distancing. -We must purchase more food to have on hand for our agencies and programs when the food supply and donation chain is interrupted.

Innovations the organization intends to continue permanently after the pandemic:

We fully intend to keep our mobile pantry distributions in a drive-through format because it has increased efficiency and also maintains a high level of safety. At pantry distributions tailored to senior citizens and neighbors with disabilities, we will continue with a home delivery model. In our current and future organizational budgets, we are allocating more funding for purchasing essential food items and produce to have in inventory for our partner agencies and food distribution programs because we are now aware of how the food purchasing and supply chain can be suddenly disrupted during an emergency. We are also going to continue asking volunteers to follow enhanced hygiene and safety protocols because it minimizes the transmission of illness.

Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
11/1/20212020 95.47
7/1/20202019 92.92
6/1/20202019 92.38

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.

10/1/20192018 93.98
5/1/20182017 94.58
6/1/20172016 97.32
8/1/20162015 96.90
6/1/20162014 98.75
Rating Version: 2.0
11/1/20152014 95.25
10/1/20152014 94.47
5/1/20142013 91.86
3/1/20132012 94.71
5/1/20122011 90.52
9/20/20112010 93.94
Rating Version: 1.0
4/1/20112010 95.05
8/1/20102009 91.95
6/1/20092008 96.76
6/1/20082007 99.74
7/1/20072006 94.98

...   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


out of 100

Virginia Peninsula Foodbank is , earning a passing score. This score has no effect on the organization's Star Rating.


$2 provides a meal to a person in need.

Do you work at Virginia Peninsula Foodbank? Join the waitlist for an updated Impact & Results score.

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Impact & Results Report


of 100 points

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Rated Program

Rated Program


Food Distribution, BackPack Program, Kids Cafe, Mobile Pantry, Self-Help and Resource Exchange, Summer Food Service Program and Commodity Programs


The nonprofit primarily collects, warehouses and distributes food to front-line organizations like food pantries and soup kitchens. It also manages smaller programs that serve meals and provide groceries directly to beneficiaries.

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.

Outcome data collected during the program. The nonprofit publicly reports the amount of food it provides.

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 distribution of a meal from one nonprofit's food distribution program does not diminish the amount of food distributed by any other (neighboring) food distribution program. This “counterfactual” assumption about the amount of food distributed in the absence of the nonprofit’s food distribution program implies that the benefit of a meal to a beneficiary in need constitutes a net gain; the gain is not offset by reductions in food provided to other beneficiaries in need. 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

$2 provides a meal to a person in need.

Benchmark for Rating

Impact & Results scores of food distribution programs are based on the cost of a meal relative to the cost that a food-secure person incurs to buy a meal in that county. Programs receive an Impact & Results score of 100 if they are less than 75% the cost of a meal and a score of 75 if they are less than 125%. If a nonprofit reports impact but doesn't meet the threshold for cost-effectiveness, it earns a score of 50.


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


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Largest Programs

Largest Programs

Virginia Peninsula Foodbank reported its three largest programs on its FY 2020 Form 990 as:


Spent in most recent FY


Percent of program expenses



Spent in most recent FY


Percent of program expenses



Spent in most recent FY


Percent of program expenses


...   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


out of 100

The score earned by Virginia Peninsula Foodbank 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


of 100 points


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

Our mission is to distribute food effectively through collaborative efforts that minimize hunger, promote nutrition, and encourage self-reliance through education. Through our partner agencies and programs, we distribute healthy food daily to individuals, families, children, seniors, and veterans who are food insecure.

Source: Nonprofit submitted responses


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

Our vision is to contribute positively to the health and well-being of our neighbors while also striving to achieve a hunger-free

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: To ensure that our community has access to first-quality fruits and vegetables and to partner with local health systems to support healthy eating in populations with chronic medical conditions.

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

Goal Two: To promote and achieve equity in our food distribution programs, improving access to food assistance for populations previously underserved.

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

Goal Three: To empower those facing hunger to gain access to economic mobility pathways by promoting financial well-being and offering education that will lead to self-sufficiency.

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

Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development

Describe an investment in leadership

Although the COVID-19 pandemic has diminished the number of opportunities and feasibility of participating in leadership development opportunities that involve travel and in-person formats, we have over the past 12-18 months had senior directors and managers attend virtual conferences hosted by Feeding America that increase leadership skills in the areas of finance, operations, development/fundraising, and child nutrition. We also have staff members that attend seminars convened by food banks of similar size and service levels to share best practices and increase leadership performance. One of our directors has also participated in a national and local cohort regarding leadership of a job training program, and she often presents at these seminars as well as learns from others. Finally, our Chief Operating Officer has served as a mentor for other food banks as they prepare their disaster relief plans, offering leadership and support to help them develop strong, effective strategies.

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

  • Raising Awareness

  • Policy Advocacy

What are this organization’s external mobilizaton efforts?

Strategic Partnerships: Work with local health systems (hospitals, medical centers) to provide healthy food to patients with chronic conditions and to the community overall to help our neighbors manage and prevent chronic health conditions. Networks: Our organization is a member of local, state, and national networks that center on disaster relief, child nutrition, health policy solutions, community improvement, and workforce education. Our staff participates in roundtable discussions and strategy sessions, offers expert perspective and insights, and takes leadership roles to develop best practices and hone operational policies. Raise Awareness: We consistently use social media as well as print and television media to raise awareness of food insecurity and promote our programs. September is Hunger Action Month featuring focused public information campaigns. Advocacy: We routinely invite elected officials to volunteer and tour our facility - also participate in lobbying days.

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 certainly caused us to be flexible and adapt our program operations to a new environment: -With disruptions in the food supply chain and a decrease in grocery donations, we had to allocate more of our operational budget towards the purchase of food items to sustain our agencies and programs. We also must purchase this food more in advance than in prior years to ensure it is available when the need for assistance increases suddenly. -Our Mobile Food Pantry Program has been converted to a drive-through format where food items are boxed and placed directly into a participant's vehicle, as opposed to the assembly-line method we used prior to 2020. This helps us minimize contact and preserve social distancing. Many of our partner agencies also used a socially distanced, drive-through format for distributions as well. -All volunteers are required to fill out a health questionnaire, receive a temperature check, adhere to regular hand washing requirements, and wear masks in order to volunteer in our warehouse facility. -Our child nutrition programs that formerly involved delivering hot prepared meals for children to consume on site have been replaced with a "Grab and Go" delivery format where children are given prepared, but pre-bagged meals that they can take home to eat. -When schools were closed for in-person instruction, we dropped off portable bags of food to nourish children over the weekend (our BackPack Program) to be handed out to families in a drive-through format. When schools are open, these portable bags are delivered directly to participating children to take home themselves. -Although the COVID-19 pandemic caused us to modify program operations for the safety of our community, we are pleased to report that our program models have adapted well to these challenges, and we are still able to distribute food at a high level through these new and innovative practices.

Source: Nonprofit submitted responses

Additional Information


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Organization Leadership

Organization Leadership

Karen Joyner

Chief Executive Officer

Dr. Terry Morris


...   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


out of 100

The score earned by Virginia Peninsula Foodbank is a passing score. This score has no effect on the organization's Star Rating.

Encompass Rating V4 provides an evaluation of an organization's Culture and Community by measuring its Constituent Feedback practices (see report below). Constituent Feedback data provides 100% of the basis for the initial evaluation of the Culture & Community Beacon.

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Culture & Community Report


of 100 points

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Constituent Feedback

Constituent Feedback

Full Credit

This organization reported that it is collecting feedback.

Here's how this organization is listening and learning from the people they serve:

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

Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Constituent (client or resident, etc.) advisory committees

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

To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve

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

Our staff, Our board, Our community partners

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

It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback

Briefly describe a recent change that your organization made in response to feedback from the people you serve.

In November 2020, we participated in a mapping project in partnership with a local university to determine what portions of our service area were seeing a saturation of food assistance services and which areas lacked adequate access to food distributions. This project also included demographic information to help us improve equity in our services. One aspect of the project was to conduct a survey of different demographic groups to determine how we could provide more culturally appropriate food at our food distributions. From these responses, we now purchase and include specific culturally appropriate food items tailored to these groups at our mobile food pantry and partner agency distributions.


Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective. We've partnered with GuideStar by Candid to survey organizations about their feedback practices. Nonprofit organizations can fill out the How We Listen section of their Candid profile to receive a rating.

Charity Navigator awards full credit for this Beacon to every nonprofit that is eligible for an Encompass Rating that completes the survey, in recognition of their willingness to publicly share this information with the nonprofit and philanthropic communities. This data is not evaluated for quality at this time. Validation will be added in future iterations of this Beacon.

Analysis and Research

Like the overall Encompass Rating System, the Culture & Community Beacon is designed to evolve as metrics are developed and ready for integration. Our partnership with Feedback Labs and Guidestar by Candid, and other partners including Fund for Shared Insight, GlobalGiving, and Keystone Accountability, enables us to launch the first version of this beacon with Constituent Feedback information collected on Candid's site.

Feedback practices have been shown to support better Diversity, Equity, and Inclusion outcomes, an essential area of assessment that we intend to further expand and develop in the future. Feedback Labs has documented several studies which indicate that beyond achieving organizational goals, nonprofits that are attentive and responsive to concerns and ideas raised by beneficiaries establish stronger relationships with the people they serve, promote greater equity, and empower constituents in ways that can help to ensure better long-term outcomes. You can find resources to help nonprofits improve their feedback practices here.

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