Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 3,470,321 | 4,412,330 | 5,395,727 | 7,828,572 | 7,858,152 | 28,965,102 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | 26,200 | 104,200 | 104,200 | 104,200 | 104,200 | 443,000 |
| 4 | Total. Add lines 1 through 3 | 3,496,521 | 4,516,530 | 5,499,927 | 7,932,772 | 7,962,352 | 29,408,102 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) .. | ||||||
| 6 | Public support. Subtract line 5 from line 4. | 29,408,102 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 3,496,521 | 4,516,530 | 5,499,927 | 7,932,772 | 7,962,352 | 29,408,102 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 27,288 | 27,288 | ||||
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | 825 | 825 | ||||
| 11 | Total support. Add lines 7 through 10 | 29,453,493 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2022 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2022 |
(iii) Distributable Amount for 2022 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2022 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2022 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2022: | ||||
| a From 2017....... | ||||
| b From 2018....... | ||||
| c From 2019....... | ||||
| d From 2020....... | ||||
| e From 2021....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2022 distributable amount | ||||
|
i
Carryover from 2017 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2022 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2022 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2022, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
6
Remaining underdistributions for 2022. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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|
7 Excess distributions carryover to 2023. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2018..... | ||||
| b Excess from 2019..... | ||||
| c Excess from 2020..... | ||||
| d Excess from 2021..... | ||||
| e Excess from 2022..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| FORM 990 PART III LINE 1 | CLACKAMAS WOMEN'S SERVICES (CWS) BREAKS THE ISOLATION OF DOMESTIC AND SEXUAL VIOLENCE. PROMPTED BY COMMUNITY CONCERN FOR WOMEN AND CHILDREN ESCAPING VIOLENCE, CWS OPENED CLACKAMAS COUNTY'S FIRST EMERGENCY SHELTER IN 1985. TODAY, WE ARE THE LARGEST ORGANIZATION IN OREGON PROVIDING COMPREHENSIVE SERVICES AND SUPPORT FOR SURVIVORS OF DOMESTIC AND SEXUAL VIOLENCE, CHILD AND ELDER ABUSE, STALKING, DATING VIOLENCE, AND TRAFFICKING. IN PARTNERSHIP WITH THE COMMUNITY, WE ANNUALLY IMPACT THE LIVES OF MORE THAN 10,000 INDIVIDUALS FROM CLACKAMAS COUNTY AND SURROUNDING COMMUNITIES. CWS IS A RESOURCE FOR ANYONE EXPERIENCING OR IMPACTED BY INTERPERSONAL VIOLENCE. OUR COMPREHENSIVE APPROACH SUPPORTS SURVIVORS IN BUILDING RESILIENCE TO ACHIEVE THEIR GOALS FOR PERSONAL SAFETY, PHYSICAL AND MENTAL WELLNESS, FINANCIAL AUTONOMY, AND FAMILY STABILITY. FROM INITIAL CRISIS TO LONG-TERM HEALING, WE ARE RESPONSIVE TO EVERY STAGE OF VICTIMIZATION AT ANY AGE. OUR TRAUMA-INFORMED PROGRAMS PROMOTE SAFETY AND SELF-DETERMINATION FOR SURVIVORS OF ALL CULTURAL AND RACIAL BACKGROUNDS, GENDER IDENTITIES, EXPERIENCE WITH DISABILITIES, SEXUAL ORIENTATIONS, AND SOCIO-ECONOMIC CIRCUMSTANCES. CWS WORKS TOWARD CULTURAL INCLUSIVENESS THROUGH LANGUAGE ACCESS, VISUAL REPRESENTATIONS, AND CULTURAL ADAPTATIONS OF SERVICES, CULTURAL FOODS, HOLIDAYS, TRADITIONS, AND CULTURAL PRACTICES. CWS PROGRAMS FOCUS ON BOTH RESPONSIVENESS AND MITIGATION TO ENSURE WE ARE MEETING THE NEEDS OF THOSE WHO EXPERIENCE ABUSE AND VIOLENCE WHILE ALSO REDUCING RISKS THAT CAN LEAD TO HARM. WE PROVIDE WRAP-AROUND SUPPORT DRIVEN BY A WHOLE-PERSON AND WHOLE-FAMILY APPROACH. ACKNOWLEDGING DISPARITIES IN ACCESS TO SERVICES FOR PEOPLE MARGINALIZED BY RACISM AND OPPRESSION, CWS IS COMMITTED TO EQUITY ACROSS OUR ORGANIZATION. TO ENSURE ACCESS TO RESOURCES AT THE SAME LEVEL OR HIGHER THAN DOMINANT/WHITE CULTURE POPULATIONS, CWS PRIORITIZES BIPOC AND IMMIGRANT/REFUGEE SURVIVORS ACROSS ALL OF OUR PROGRAMS. CWS PROGRAMS INCLUDE: INDIVIDUALIZED SUPPORT | ADVOCACY AND CASE MANAGEMENT, INCLUDING: (-) EMOTIONAL SUPPORT (-) SAFETY PLANNING (-) LEGAL ADVOCACY AND HELP FILING FOR PROTECTIVE ORDERS (-) HELP ACCESSING COMMUNITY RESOURCES AND NAVIGATING PUBLIC SYSTEMS (-) SUPPORT WITH ECONOMIC WELLNESS AND SUSTAINABILITY GOALS COMMUNITY BASED SERVICES | MEETING SURVIVORS WHERE THEY ARE: (-) A SAFE PLACE FAMILY JUSTICE CENTER (-) MOBILE ADVOCACY (-) CO-LOCATED SERVICES (-) HOSPITAL-BASED RESPONSE (-) OUTREACH AND TRAINING (-) CIVIL LEGAL SERVICES 24-HOUR CRISIS AND SUPPORT LINE | EMOTIONAL SUPPORT AND SAFETY PLANNING FOR SURVIVORS. CONSULTATION AND SUPPORT ARE ALSO AVAILABLE FOR FAMILY, FRIENDS, AND OTHER SERVICE PROVIDERS. SHELTER AND HOUSING | CONNECTING SURVIVORS WITH A SUPPORTIVE COMMUNITY AND THE SPACE TO REBUILD THEIR LIVES VIA EMERGENCY SHELTER, SHORT AND LONGER-TERM HOUSING SOLUTIONS, WITH ONGOING CASE MANAGEMENT AND SUPPORT. COUNSELING AND SUPPORT GROUPS | INDIVIDUAL COUNSELING AND A RANGE OF SUPPORT GROUPS, INCLUDING YOUTH AND FAMILY COUNSELING, ART-BASED THERAPY, PARENTING SUPPORT, AND TRAUMA RECOVERY GROUPS. YOUTH SERVICES | CONFIDENTIAL INDIVIDUAL, FAMILY, AND GROUP SUPPORT FOR CHILDREN AND YOUTH WHO HAVE EXPERIENCED FAMILY, SEXUAL, OR DATING VIOLENCE, AND/OR TRAFFICKING, INCLUDING THE CAMP HOPE OREGON AND PATHWAYS TO HOPE PROGRAMS. COMMUNITY EDUCATION AND PREVENTION | EDUCATION ABOUT HOW TO PREVENT DOMESTIC, DATING, AND SEXUAL VIOLENCE, INCLUDING SCHOOL-BASED VIOLENCE PREVENTION AND HEALTHY RELATIONSHIP CURRICULUM PROVIDED IN SCHOOLS FOR K-12 STUDENTS. LATINX SERVICES | CULTURALLY SPECIFIC SERVICES FOR LATINX COMMUNITIES, ALONG WITH INVESTMENT IN LEADERSHIP DEVELOPMENT OPPORTUNITIES FOR LATINX SURVIVORS AND STAFF. OUR TRAUMA-INFORMED AND INTERSECTIONAL APPROACH PROVIDES SURVIVORS WITH CULTURALLY RELEVANT SUPPORT WHILE ALSO ADVANCING RACIAL EQUITY. BY CREATING A COMMUNITY WITH SURVIVORS WHO COME FROM MANY DIFFERENT BACKGROUNDS AND ALSO HAVE A SPECIFIC SHARED EXPERIENCE, WE CAN BREAK THE ISOLATION OF INTERPERSONAL VIOLENCE FROM A PLACE OF RESPECT AND DIGNITY. PROGRAM DETAILS CAN BE FOUND AT HTTPS://WWW.CWSOR.ORG/CONNECT-TO-SERVICES/ COMMITTED TO COLLABORATION CWS IS KNOWN AS A CHANGE-MAKER IN OREGON'S RESPONSE TO DOMESTIC AND SEXUAL VIOLENCE AND WE ARE EXTENSIVELY INVOLVED IN COMMUNITY COORDINATION EFFORTS AT CITY, COUNTY, REGIONAL, AND STATE LEVELS. IT IS PART OF OUR DNA TO WORK CLOSELY WITH OUR PARTNER ORGANIZATIONS TO AMPLIFY OUR COLLECTIVE IMPACT IN THE REGION. CWS IS THE LEAD NONPROFIT PARTNER AT A SAFE PLACE FAMILY JUSTICE CENTER, WHERE, IN ONE LOCATION, SURVIVORS CAN ACCESS EMERGENCY SHELTER, DEVELOP A SAFETY PLAN, SPEAK WITH LAW ENFORCEMENT AND DHS, CONNECT WITH LEGAL ASSISTANCE, GET COUNSELING, AND IDENTIFY SOLUTIONS TO MEET THEIR HOUSING AND RESOURCE NEEDS. CWS PROVIDES APPROXIMATELY 75% OF ALL INTAKES, CRISIS INTERVENTION, AND ONGOING SUPPORTIVE SERVICES FOR SURVIVORS SEEKING HELP AT A SAFE PLACE. TO PRIORITIZE ACCESS FOR SURVIVORS FROM VULNERABLE OR HISTORICALLY MARGINALIZED POPULATIONS, WE ACTIVELY PARTNER WITH CULTURALLY OR POPULATION SPECIFIC ORGANIZATIONS SUCH AS IMMIGRANT AND REFUGEE COMMUNITY ORGANIZATION (IRCO), A VILLAGE FOR ONE, SAFETY COMPASS, CASA ESPERANZA, AND NATIVE AMERICAN YOUTH & FAMILY CENTER (NAYA). OUR LONGSTANDING ASSOCIATIONS WITH THESE AND OTHER ORGANIZATIONS ENGENDER TRUST THAT CWS SUPPORTS THEIR COMMUNITIES WITH CULTURAL AWARENESS AND TRAUMA-INFORMED PRACTICES. WE WORK WITH COMMUNITY MEMBERS, PARTNER AGENCIES, COORDINATED RESPONSE TEAMS, COALITIONS, AND SYSTEMS TO BUILD A HOLISTIC COMMUNITY THAT SUPPORTS AND UPLIFTS SURVIVORS OF DOMESTIC AND SEXUAL VIOLENCE. THIS INCLUDES CLACKAMAS COUNTY HEALTH, HOUSING & HUMAN SERVICES, PARROTT CREEK CHILD & FAMILY SERVICES, AND THE OREGON ATTORNEY GENERAL'S SEXUAL ASSAULT TASK FORCE, AMONG OTHERS. PRIORITIZING DIVERSITY, EQUITY, AND INCLUSION CWS RECOGNIZES THAT SOCIETY'S CHALLENGES AND BENEFITS ARE NOT DISTRIBUTED EQUITABLY, AND WE SEEK TO ADDRESS THESE HISTORIC AND CURRENT DISPARITIES SO THAT EACH OF US CAN REALIZE AND ENJOY A HEALTHY, SAFE, AND INSPIRING WORLD. WE COMMIT TO THE ONGOING WORK IT TAKES TO BE A SOCIAL CHANGE ORGANIZATION AND TO FIGHT FOR RACIAL, GENDER, ECONOMIC, DISABILITY, LGBTQ+, AND OTHER FORMS OF SOCIAL JUSTICE. IN ORDER TO MORE FULLY ACCOMPLISH OUR MISSION AND LIVE OUR VALUES, WE STRIVE TO MAKE OUR COMMITMENT TO DIVERSITY AND INCLUSION EVIDENT IN OUR ORGANIZATIONAL STRUCTURE, POLICIES, BOARD OF DIRECTORS, STAFF, DONORS, GOALS, AND VISION. CWS BELIEVES THAT EQUITY, DIVERSITY, INCLUSION, AND BELONGING ARE CRITICAL TO HEALING, JUSTICE, AND ACHIEVING SURVIVOR-CENTERED OUTCOMES. OUR COMMITMENT TO WORKING IN PARTNERSHIPS COMPELS US TO BUILD RELATIONSHIPS WHERE ALL PARTNERS ARE VALUED, HEARD, RESPECTED, AND EMPOWERED. OUR DRIVE FOR EXCELLENCE LEADS US TO LEARN FROM A BROAD RANGE OF PERSPECTIVES AND TALENTS. WE WELCOME PEOPLE OF ALL IDENTITIES AND SEEK TO FOSTER A CULTURE OF RESPECT, OPENNESS, LEARNING, INTEGRITY, HONESTY - AND A SENSE OF HOPE. CWS OPERATES FROM THE BELIEF THAT OPPRESSION IS THE ROOT CAUSE OF DOMESTIC AND SEXUAL VIOLENCE, AND THAT ANTI-OPPRESSION AND ANTI-RACISM WORK IS FUNDAMENTAL TO ITS ERADICATION. WE ALSO ACKNOWLEDGE THAT AN AUTHENTIC COMMITMENT TO DIVERSITY, EQUITY, AND INCLUSION REQUIRES A SIGNIFICANT CULTURE SHIFT AND ONGOING INVESTMENT IN LEARNING AND IMPROVEMENT. CWS BEGAN THIS WORK FORMALLY IN 2008, AND WE REMAIN DEEPLY COMMITTED TO OUR DEI JOURNEY. OUR BOARD OF DIRECTORS AND STAFF REGULARLY PARTICIPATE IN TRAINING AND KNOWLEDGE BUILDING AS PART OF OUR SUSTAINED DEI JOURNEY. REFINING AND OPERATIONALIZING SYSTEMS AND PROCESSES TO BE EQUITABLE, INCLUSIVE, AND RESPONSIVE TO THE MANY CULTURAL/RACIAL/GENDER IDENTITIES IN OUR COMMUNITY ARE OUR PRIORITIES. THE BACKGROUNDS, KNOWLEDGE, TRADITIONS, AND INTERSECTIONAL IDENTITIES OF SURVIVORS ARE AT THE FOREFRONT OF CWS' PROCESSES FOR EQUITABLY DEVELOPING, DELIVERING, AND EVALUATING PROGRAMMING AND OPERATIONS. WE ACTIVELY SEEK INPUT AND CENTER SURVIVOR VOICES IN OUR PLANNING. CWS COLLABORATES IN HOSTING A SURVIVOR-LED ADVOCACY GROUP (VOICES) COMPOSED OF PARTICIPANTS WHO VOLUNTEER THEIR TIME TO EDUCATE AND EMPOWER OTHERS. OUR PROMOTORAS PROGRAM ENGAGES AND TRAINS LATINA SURVIVORS TO SERVE AS PARAPROFESSIONALS IN THEIR OWN COMMUNITIES. THESE AND OTHER SURVIVOR-CENTERED AND/OR COMMUNITY-SPECIFIC COLLABORATIONS HELP CWS DEVELOP OR ADAPT PROGRAMMING BASED ON STATED NEEDS, PREFERENCES, OR GOALS, AND GUIDE OUR STRATEGIC DIRECTION. |
| FORM 990, PART III, LINE 1 | ADDITIONALLY, THE DIVERSE PERSPECTIVES AND LIVED EXPERIENCES OF OUR STAFF HAVE BEEN PIVOTAL IN UPDATING OUR AGENCY VALUES, CRAFTING AN AGENCY-WIDE EQUITY STATEMENT, AND DEFINING AN EQUITY LENS FOR DECISION-MAKING. CWS ESTABLISHED BIPOC, WHITE, AND LGBTQIA+ AFFINITY GROUPS FOR STAFF TO REGULARLY EXPLORE IMPORTANT ISSUES AND SHARE IDEAS. OUR ONGOING COMMITMENT TO DEI AS CORE VALUES WITHIN OUR ORGANIZATION HAS THE POTENTIAL TO BREAK DOWN SYSTEMS IN CLACKAMAS COUNTY WHICH EXCLUDE BIPOC AND OTHER HISTORICALLY MARGINALIZED COMMUNITIES AND/OR DISEMPOWER THOSE WHO IDENTIFY AS WOMEN, GIRLS AND GENDER EXPANSIVE PEOPLE. OUR DEI-CENTERED STRATEGIC PLAN SUPPORTS OUR COMMITMENT TO FUNCTION AS AN ANTI-RACIST ORGANIZATION COMMITTED TO DIVERSIFYING LEADERSHIP, SUPPORTING LEADERS OF COLOR, AND MITIGATING THE HARMS OF GENDER-BASED VIOLENCE. OUR IMPACT IN PARTNERSHIP WITH THE COMMUNITY, CWS CONNECTED WITH MORE THAN 10,000 INDIVIDUALS IN THE PAST YEAR BY PROVIDING DIRECT SERVICES, EDUCATION, OUTREACH, CRISIS INTERVENTION, SAFETY PLANNING, AND RESOURCE REFERRALS. STRATEGIC DIRECTION AS A HEART-CENTERED ORGANIZATION, CWS SEEKS TO CREATE A CULTURE OF RESPECT AND CARE FOR SURVIVORS, EMPLOYEES, PARTNER AGENCIES, AND OUR COMMUNITY. OUR CURRENT STRATEGIC PLAN FOCUSES ON SEVEN KEY INITIATIVES: (-) RAISE AWARENESS OF OUR MISSION AND SERVICES (-) IMPROVE ACCESS TO SERVICES (-) EXPAND COMMUNITY PREVENTION (-) EXPAND AND ENHANCE OUR SPACES TO SERVE OUR COMMUNITY (-) DEVELOP SEXUAL ASSAULT SERVICES (-) ENHANCE STAFF SUPPORT AND WELLNESS (-) CREATE BELOVED COMMUNITY BY LIVING OUR VALUES, CWS STRIVES TO: HONOR AND CELEBRATE SURVIVORS | WE BELIEVE THAT ALL PEOPLE HAVE INNATE VALUE, WORTH, AND AN IMPORTANT ROLE TO PLAY IN OUR COMMUNITY. WE WORK TO DEMONSTRATE THIS FACT TO THOSE WHO HAVE BEEN CONVINCED OTHERWISE BY PEOPLE WHO HAVE HURT THEM. ESTABLISH SAFETY | WE BELIEVE SAFETY IS THE FOUNDATION UPON WHICH WELLNESS IS BUILT AND THAT IT IS A RIGHT EVERY HUMAN DESERVES. DOMESTIC AND SEXUAL VIOLENCE SHAKE ONE'S SENSE OF SAFETY IN THE WORLD. WE SEEK TO HELP PROGRAM PARTICIPANTS LIVE AND THRIVE IN SAFETY ONCE AGAIN. BUILD COMMUNITY | WE BELIEVE THAT ISOLATION IS ONE OF THE MOST HARMFUL AND LONG-LASTING IMPACTS OF DOMESTIC AND SEXUAL VIOLENCE. ISOLATION BREEDS A SENSE OF OTHERNESS AND SHAME AND CUTS SURVIVORS OFF FROM THEIR RESOURCES, SUPPORT, AND COMMUNITIES. WE SEEK TO REBUILD WHAT THAT VIOLENCE HAS DESTROYED. CENTER DIVERSITY, EQUITY, AND INCLUSION | WE RECOGNIZE OPPRESSION AS THE PRIMARY CAUSE OF COMMUNITY VIOLENCE AND THAT LACK OF POWER IN SOCIETY LEAVES PEOPLE VULNERABLE TO ABUSE. THE ONLY WAY TO PREVENT DOMESTIC AND SEXUAL VIOLENCE IS BY ADDRESSING THE ROOT CAUSES AND REBALANCING SOCIETAL POWER. CREATE SOCIAL CHANGE | WE UNDERSTAND THAT THOUGH VIOLENCE AGAINST WOMEN HAS BEEN TIMELESS, IT IS NOT AN INNATE CONDITION OF OUR WORLD. WE BELIEVE THE MOTIVATIONS AND BEHAVIORS THAT LEAD TO VIOLENCE ARE LEARNED AND CAN BE UNLEARNED. PRACTICE TRAUMA-INFORMED CARE | WE RECOGNIZE THE VAST LONG-REACHING IMPACTS TRAUMA CAN HAVE ON INDIVIDUALS AND COMMUNITIES. WE WORK TO BE RESPONSIVE TO THE INDIVIDUAL NEEDS OF SURVIVORS AS THEY COPE WITH THE TRAUMA OF INTERPERSONAL VIOLENCE, AND PROVIDE INFORMATION TO THE COMMUNITY TO HELP BUILD CONNECTION. CWS IS COMMITTED TO DEVELOPING STRATEGIES AND DELIVERING PROGRAMS THROUGH THE LENSES OF SOCIAL AND RACIAL JUSTICE, INTERSECTIONALITY, HEALTH AND WELL-BEING, AND EQUITY. THE KNOWLEDGE AND EXPERIENCE CULTIVATED ACROSS OUR ORGANIZATION ALLOW US TO OFFER TRAUMA RECOVERY, HEALING, AND WELLNESS PRACTICES FOR VICTIMS OF VARIOUS FORMS OF DOMESTIC AND SEXUAL VIOLENCE. THESE PRACTICES ARE ALSO HELPING TO BROADEN OUR UNDERSTANDING OF RACIAL TRAUMA AS WELL AS THE IMPACTS OF SYSTEMIC OPPRESSION ON COMMUNITIES THAT HAVE BEEN HISTORICALLY UNDERSERVED, MARGINALIZED, AND ADVERSELY AFFECTED BY INEQUALITY. SURVIVORS ARE UNCONDITIONALLY CONSIDERED TO BE EXPERTS IN THEIR OWN SELF-DETERMINATION, WE HONOR THEIR IDENTITIES, TRADITIONS, AND EXPERIENCES, AND WE SUPPORT THEM IN THEIR PERSONAL GOALS. CWS SERVICES ARE AVAILABLE AT A SAFE PLACE FAMILY JUSTICE CENTER, THE VILLAGE EMERGENCY SHELTER, AND OUR COMMUNITY-BASED OFFICE. CWS STAFF ARE ALSO LOCATED THROUGHOUT CLACKAMAS COUNTY AT SCHOOLS, DHS OFFICES, PUBLIC AND BEHAVIORAL HEALTH CENTERS, AND IN RURAL COMMUNITIES VIA OUR MOBILE ADVOCATES AND PROMOTORAS PROGRAM. OUR COMMUNITY MANY CWS PARTICIPANTS ARE FEMALE IDENTIFYING, BUT WE RECOGNIZE THAT DOMESTIC AND SEXUAL VIOLENCE CAN BE EXPERIENCED BY ANYONE, AND WE ACTIVELY SUPPORT SURVIVORS BASED ON THEIR INDIVIDUAL SITUATIONS AND NEEDS. WHILE WE SEE SURVIVORS AS UNIQUE INDIVIDUALS, IT IS IMPORTANT TO UNDERSTAND THE RACIAL AND ETHNIC IDENTITIES OF THOSE WE SERVE. ACCORDING TO AVAILABLE U.S. CENSUS DATA, 19% OF CLACKAMAS COUNTY'S POPULATION IDENTIFIES AS NON-WHITE, WITH 9% IDENTIFYING AS LATINX. ON AVERAGE, CWS PARTICIPANTS IDENTIFY AS 40% NON-WHITE (6% BLACK/AFRICAN AMERICAN/AFRICAN; 3% INDIGENOUS/NATIVE AMERICAN; 24% LATINX; 2% ASIAN/ASIAN AMERICAN; 1% NATIVE HAWAIIAN/PACIFIC ISLANDER; 2% MULTI-RACIAL) AND 60% WHITE. CWS PROGRAMS ARE DESIGNED TO SUPPORT THE NEEDS OF CHILDREN, TEENS, ADULTS, AND ELDERS, AND WE WORK WITH BOTH INDIVIDUALS AND FAMILIES. NEARLY 35% OF THOSE WE SERVE IDENTIFY AS HAVING A DISABILITY AND 10% IDENTIFY AS IMMIGRANT OR REFUGEE. CWS HAS A STRONG INFRASTRUCTURE AND THE PROVEN ABILITY TO PROVIDE COMPREHENSIVE SERVICES FOR SURVIVORS. OUR HIGHLY QUALIFIED LEADERSHIP TEAM INCLUDES AN EXECUTIVE DIRECTOR, DEPUTY DIRECTOR, SHELTER & HOUSING PROGRAM DIRECTOR, ADVOCACY CENTER SERVICES DIRECTOR, COMMUNITY OUTREACH & SERVICES DIRECTOR, COUNSELING & YOUTH PROGRAM DIRECTOR, HR & OPERATIONS DIRECTOR, FINANCE DIRECTOR, AND DIRECTOR OF DEVELOPMENT & COMMUNICATIONS. MEMBERS OF OUR BOARD OF DIRECTORS ENDORSE AND SUPPORT OUR MISSION, VISION, AND STRATEGIC GOALS; BOLSTER ORGANIZATIONAL EFFECTIVENESS; SERVE AS COMMUNITY AMBASSADORS; ACTIVELY PARTICIPATE IN FUNDRAISING; AND ADVOCATE TO END DOMESTIC AND SEXUAL VIOLENCE. WITH A STAFF THAT HAS GROWN TO MORE THAN 70, WE HAVE MAINTAINED A POLICY OF PRIORITIZING DIVERSITY IN FILLING STAFF POSITIONS; ON AVERAGE, AT LEAST 40% OF OUR STAFF IDENTIFY AS BIPOC AND/OR BICULTURAL/BILINGUAL. THIS RATIO REFLECTS THE POPULATIONS WE SERVE AND IS HIGHER THAN CLACKAMAS COUNTY DEMOGRAPHICS FOR BIPOC POPULATIONS. WE ALSO HAVE STAFF MEMBERS REPRESENTING OTHER INTERSECTIONAL IDENTITIES, INCLUDING LGBTQIA INDIVIDUALS, INDIVIDUALS WITH A DISABILITY, CAREGIVERS, INDIVIDUALS WHO ARE NEURODIVERSE, AND THOSE WITH LIVED EXPERIENCES RELATED TO DOMESTIC OR SEXUAL VIOLENCE. BY INTENTIONALLY BUILDING A MORE DIVERSIFIED LEADERSHIP AND STAFFING STRUCTURE, CWS IS BRINGING VARIED PERSPECTIVES TO DECISION-MAKING PROCESSES IMPACTING THE BROADER COMMUNITY. AS WE MAKE PROGRESS IN DIVERSIFYING OUR STAFF, WE ARE SEEING CONSISTENT AND INCREASING RACIAL, CULTURAL, AND GENDER DIVERSITY IN THE SURVIVORS WE SERVE. |
| FORM 990, PART VI, SECTION B, LINE 11B | ORGANIZATION'S PROCESS TO REVIEW FORM 990 - EXECUTIVE DIRECTOR ENSURES THAT THE FORM 990 IS PROVIDED TO, AND APPROVED BY, THE FINANCE COMMITTEE OF THE BOARD OF DIRECTORS AND BOARD OF DIRECTORS BEFORE IT IS SIGNED AND FILED. |
| FORM 990, PART VI, SECTION B, LINE 12C | AT THE TIME OF HIRING, THE EMPLOYEE MUST SIGN THE STAFF PERSONNEL POLICY THAT INCLUDES A CONFLICT OF INTEREST FORM. ON AN ANNUAL BASIS, ANY CONFLICTS OF INTEREST ARE MONITORED BY THE DIALOGUE BETWEEN THE SUPERVISIOR AND EMPLOYEE. EACH YEAR, THE CWS BOARD OF DIRECTORS MUST COMPLETE A CONFLICT OF INTEREST QUESTIONNAIRE AND CERTIFICATIONS. |
| FORM 990, PART VI, SECTION B, LINE 15A | THE BOARD OF DIRECTORS CONDUCTS AN ANNUAL COMPENSATION REVIEW PROCESS FOR THE EXECUTIVE DIRECTOR THAT INCLUDES A PERFORMANCE EVALUATION, USE OF AN INDEPENDENT COMPENSATION CONSULTANT TO OBTAIN INFORMATION ABOUT COMPENSATION AND BENEFITS FOR SIMILARLY QUALIFIED INDIVIDUALS IN COMPARABLE POSITIONS AT SIMILAR ORGANIZATIONS, INDEPENDENCE OF BOARD MEMBERS PARTICIPATING IN THE COMPENSATION DECISION, AND CONCURRENT DOCUMENTATION OF THE COMPENSATION DECISIONS. |
| FORM 990, PART VI, SECTION C, LINE 19 | CWS MAKES ITS GOVERNING DOCUMENTS, CONFLICTS OF INTEREST POLICY, AND FINANCIAL STATEMENTS AVAILABLE TO THE PUBLIC UPON REQUEST. |
| PART XII LINE 2C | THE PROCESS FOR FINANCIAL STATEMENT OVERSIGHT HAS NOT CHANGED FROM THE PRIOR YEAR. |
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