Mission: Clark County Food Bank's mission is to alleviate hunger and its root causes. This two-part mission statement includes both the providing of emergency food to hungry  ... (More)

Clark County Food Bank is a 501(c)(3) organization, with an IRS ruling year of 1986, and donations are tax-deductible.

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Contact Information

  http://clarkcountyfoodbank.org/

 6502 NE 47th Avenue
Vancouver WA 98661 

  360-693-0939


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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.




Exceptional

This charity's score is 99.42, earning it a 4-Star rating. Donors can "Give with Confidence" to this charity. 

This score is calculated from two sub-scores:

This score represents Form 990 data from 2019. More recent filing data is available, but it has not been factored into this score, due to COVID-19's effect on this organization.

View this organization’s historical ratings.

Rating update postponed due to COVID-19's impact on this organization. View Clark County Food Bank's response.


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Star Rated Report

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Program Expense

Program Expense Ratio

95.8%


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

1.4%


As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.


Source: IRS Form 990

Fundraising Expenses

2.7%


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

1.0%


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

$0.02


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

0.90 years


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


Source: IRS Form 990

Program Expense Growth

6.19%


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 up to five of this organization's highest compensated employees. This compensation data includes salary, cash bonuses, and expense accounts and is displayed exactly how it is reported to the IRS. The amounts 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



ALAN HAMILTON, PRESIDENT

$125,029


TIM CALDERBANK, DIRECTOR

$0


CARRIE COFER, DIRECTOR

$0


STEVE HANSEN, DIRECTOR

$0


MINDY HARTER, DIRECTOR

$0


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:

Unspecified (BMF activity code: 998)


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

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.


Clark County Food Bank reported being impacted by COVID-19 in the following ways:
  • Program Delivery

  • Fundraising Capacity

  • Revenue

  • Staffing

  • Administrative Capacity

  • Grants Received

  • Grants Sent

  • Balance Sheet


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

COVID-19 brought many changes to the financial structure and position of Clark County Food Bank. Expenses reached an all-time high due to the need for increased purchasing of food and emergency supplies. Additionally, the organization faced many unexpected operational shifts due to a sharp decrease in volunteers that added additional costs. The food bank was, however, met with an unprecedented and swift response from the local community through increased donations and funding. Donors were very generous and demonstrated their commitment to the mission of alleviating hunger and its root causes during the pandemic. The food bank applied for and received the PPP loan which allowed us to continue expanded operations.


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

COVID-19 affected how we get, manage, and distribute food. We experienced food shortages within our purchasing sources and food recovery program the same way individuals faced food shortages in the grocery store. Quick purchasing strategies, timely decisions and sourcing allowed us to never run out of food. Extra safety precautions were put in place to keep staff and volunteers safe. Normal operational patterns allowing for volunteer groups of 150 or more at a time were cut down to 15 people in order to maintain proper distancing. Volunteer shifts went from a couple per day to sometimes 8 or 10 shifts. Operations became a 7-day/week challenge with staff working early and staying late. The pandemic changed almost every form of food distribution. Common “shopping style” food distribution was not permitted during the pandemic, and new methods had to be created. We expanded efforts to care for high-risk individuals which included home deliveries and weekly drive-thru food distributions


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

Throughout the whole pandemic, Clark County Food Bank remained open in order to provide service to those affected by COVID-19 and needing food assistance. We implemented lots of change in the office in order to keep our staff and volunteers safe. Some of these changes included things such as smaller volunteer groups, hand washing stations required upon entry, face mask requirements, Plexiglas in between desks, social distancing during meetings, nutrition education classes and meetings held over Zoom, and sanitation of every surface in the food bank twice a day.


Innovations the organization intends to continue permanently after the pandemic:

As mentioned above, we began doing individual home deliveries at the start of COVID-19. We were presented with a huge need, created a program to fill it, and developed practices and systems to see it through. It has been in operation now for 15 months, and we plan to continue it indefinitely. COVID-19 surfaced the need, but the need exists beyond just the pandemic.


Historical Ratings

Date PublishedForm 990 FYEOverall ScoreOverall Rating
Rating Version: 2.1
8/3/20212019 99.42
7/1/20192018 97.60
7/1/20182017 99.08
6/1/20172016 100.00
3/1/20172015 100.00
6/1/20162015 97.17

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.

Rating Version: 2.0
3/1/20162015 97.15
11/1/20152014 97.15
3/1/20152013 91.25
12/1/20142013 86.40
2/1/20142012 79.48

...   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

Clark County Food Bank is , earning a passing score.


Impact

$2 provides a meal to a person in need.


Do you work at Clark County Food Bank? Join the waitlist for an updated Impact & Results score.


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Impact & Results Report

100

of 100 points


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Rated Program

Rated Program


Program

Food Collection and Distribution

Activities

The nonprofit collects, warehouses and distributes food to front-line organizations like food pantries and soup kitchens.

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.

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



Clark County Food Bank reported its three largest programs on its FY 2020 Form 990 as:


$10,411,557

Spent in most recent FY

83%

Percent of program expenses


FOOD COLLECTION AND DISTRIBUTION - CLARK COUNTY FOOD BANK PROVIDED EMERGENCY FOOD TO HUNGRY INDIVIDUALS AND FAMILIES THROUGH DISTRIBUTION OF BULK FOOD TO 43 PARTNERS AT APPROXIMATELY 130 DISTRIBUTION  ... (More)


$1,735,608

Spent in most recent FY

13%

Percent of program expenses


COMMUNITY KITCHEN - AS A FOOD BANK, THE ORGANIZATION WANTS TO BREAK DOWN THE BARRIERS TO FOOD AND ENSURE THAT EVERY PERSON IN OUR COMMUNITY HAS ACCESS TO HEALTHY FOOD. CLARK COUNTY FOOD BANK OPERATES  ... (More)


$150,141

Spent in most recent FY

1%

Percent of program expenses


NUTRITION EDUCATION - TO HELP ALLEVIATE THE ROOT CAUSE OF HUNGER AND GOING BEYOND HANDOUTS, CLARK COUNTY FOOD BANK STRIVES TO PROVIDE SKILLS, RESOURCES, KNOWLEDGE, AND THE CONFIDENCE NECESSARY TO PREP ... (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 Clark County Food Bank is a passing score.

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


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Leadership & Adaptability Report

100

of 100 points

Mission

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


Clark County Food Bank's mission is to alleviate hunger and its root causes. This two-part mission statement includes both the providing of emergency food to hungry individuals and families, and also the preventive element of doing everything we can to help people not be in a long-term place of needing food assistance. We are now well positioned to continue to make a positive difference in the lives of the hungry and food insecure in Clark County for the long term. This is possible through an active and committed board and the ongoing generosity of community philanthropists, local businesses, individuals and grants, combined with collaborative partnerships, community volunteers, public education and advocacy.


Source: Nonprofit submitted responses

Vision

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


Clark County Food Bank's vision is to inspire and grow a network of community health. Through our efforts, we hope to be a positive influence and provider for healthy lifestyles, professional growth, and opportunities to serve the community.


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: Food Distribution Expansion Food distribution is the weak leak in the current supply chain. Focusing efforts on increasing channels and methods of distribution allows for more food for people in need

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


Goal Two: Poverty Root Cause Work The second half of our mission is to alleviate root causes of hunger. People can achieve independence and success if trained, educated, and helped through root cause work.

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


Goal Three: Multiply Impact through Collaboration Expand partnerships with other nonprofits by finding common ground in appropriate collaborations that provide additional client resources unmet by the food bank.

Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.


Source: Nonprofit submitted responses

Leadership Development

The nonprofit provides evidence of investment in leadership development


Describe an investment in leadership

We provide in service leadership development training for all staff and associates that teach skills focused around strengthening relations with donors.

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

  • Policy Advocacy

What are this organization’s external mobilizaton efforts?

We partner with 43 nonprofit organizations and 130 distribution sites to care for the food insecure. Similarly, we partner with for profit organizations utilizing their resources for the fulfillment of our joint mission through our Hunger Alliance Program. The food bank makes presentations to community social clubs to discuss local needs and is part of the larger Feeding America Network as the Partner Distribution Organization which gathers regionally to share best practices. Our community room is used for partnership trainings with other nonprofits and for profit organizations. We partner with other hunger relief organizations to develop shared goals across multiple organizations. Daily social media posts allow us to engage with a culturally diverse audience in addition to our mailed newsletters and email communication. We collectively advocate for legislation that resources people in poverty facing food insecurity through partnership with other hunger relief organizations.

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.


Throughout the whole pandemic, Clark County Food Bank remained open in order to continue serving those affected by COVID-19 and needing food assistance. We implemented lots of changes in the office in order to keep our staff and volunteers safe. Some of these changes included things such as smaller volunteer group sizes, hand washing stations required upon entry, face mask requirements, Plexiglas in between desks, social distancing during meetings, meetings and nutrition education classes held over Zoom, and sanitation volunteers who would help sanitize every surface in the food bank twice a day. Common “shopping style” food distribution was not permitted during the pandemic, and new methods had to be created. We expanded efforts to include senior living facilities, individual home deliveries, direct delivery to homeless sites, and weekly drive-thru food distributions with vehicle lines a mile long. The increased need and decreased methods required changes and adjustment. We even moved our in-person cooking education classes to remote video to still help clients develop the skills they need to thrive.

Source: Nonprofit submitted responses

...   Culture & Community


This score provides an assessment of the organization's engagement with the constituents it serves, a practice we term Constituent Feedback. When organizations listen to constituents, they are able to better deliver on programs and meet the needs of stakeholders. A future version of this Beacon will also assess an organization's people operations and its Diversity, Equity and Inclusion (DEI) metrics.


Culture & Community Score

Not Currently Scored

Clark County Food Bank 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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