Crisis Assistance has clothes closets that help the community with clothes and small appliances in the free store. Crisis wants to serve as many clients as possible without turning them away. The free store has a specific limit on the items clients can get but not time spent choosing the items. As a supervisor at Crisis, making sure everyone will be treated fairly is the goal of the free store. Setting a time limit on how long a shopper can shop could mean more people can shop daily. I would put a benchmark for ten clients to shop for twenty minutes. I would have an employee monitor to see if clients could shop in the time allotted each day. Being able to benchmark social outcomes across a range of social impact areas means companies can be more innovative about their societal investments (Courter, 2019). If clients can shop in the time allotted, more clients can be seen. If ten clients are too many, cutting back on the intake process would be addressed. Monitoring this benchmark is important because it can help keep clients from needlessly waiting. Nonprofits use digital benchmarks to monitor other areas in the organization. Some digital channels (social media and search immediately come to mind), “constant” is defined as multiple times per day. This is where many nonprofits struggle because resources (i.e., staff and time) are such precious commodities (Moore, 2016).