GuideStar led the first revolution in nonprofit transparency by posting IRS Forms 990 online nearly two decades ago. That resulted in greater accountability in nonprofit practice and greater transparency in compensation, program effectiveness, and giving across the sector. Now we’re helping to lead a second revolution. We want to expand the definition of transparency to be more timely, interactive, inclusive, and comprehensive.

1. Impact Call
GuideStar 2013 Results Reporting
Live Tweeting: #GuideStar

2. AGENDA
Introduction
• Welcome
• Purpose
• Logistics
Mari Kuraishi
Chair, Board of
Directors
GuideStar’s work
• GuideStar 2020 strategic plan
• Review of 2013 programmatic results
• Lessons learned
Jacob Harold
President &
CEO
GuideStar’s finances
• Review of 2013 financial results
James Lum
CFO
Question & answer session
Audience questions
#GuideStar

3. Please suggest questions
throughout the conversation
We’ll answer as many as we can.
#GuideStar

4. #GuideStar

5. Data Innovation
Program focus
Context
Convenience
Data Collection
More data
Reach
Better data
Depth
Faster data
#GuideStar
Data Distribution
Interconnection

6. Programmatic metrics: Data Collection
2012
# of 990 Images
2013 % Change
3,768,137
4,026,220
7%
30,949
34,287
11%
5309
6697
26%
GS Exchange participants (Bronze)
N/A
11744
N/A
GS Exchange participants (Silver)
N/A
22319
N/A
GS Exchange participants (Gold)
N/A
2407
N/A
Conversations with NPOs
DonorEdge profiles
#GuideStar

7. Programmatic metrics: Data Distribution
2012
Website visits
2013 % Change
9,808,647
12,153,987
24%
15,275,834
22,432,677
47%
Social media followers
39,228
67,166
58%
Marketing emails sent
32,791,409
31,600,932
-4%
Web services hits
#GuideStar

8. Programmatic metrics: Data Innovation
2012
2013 % Change
# of expert reviews
3335
3983
19%
# of NPO reviews
4692
5759
23%
#GuideStar

9. #GuideStar

10. 2014 Objectives
1: Refresh ONE GuideStar - EXternal
4: Improve Financial Sustainability
•
•
•
•
•
•
Update GuideStar.org
Refresh GuideStar brand identity
2: Create 21st Century Business Model
•
•
•
•
Launch Simplify project (TAG)
Increase GX participation to field-wide standard
Conduct product portfolio strategic planning short-term and long-term
Extend SaaS products to more community
foundations and other communities of interest
•
•
Rearticulate membership program
Raise sufficient philanthropic capital
Exceed the Direct Sales budget by 10%
Increase E-Commerce revenue - in
particular volume-based growth
Manage expenses (relative to revenues)
to maintain minimum cash level and cash
flow
Create financial culture for organization
supported by appropriate policies,
processes, and systems
3: Enhance Data
•
•
•
Increase data quantity and type to increase
appeal of search products to target market
segments
Improve program data or tools to strengthen
current and enable new products
Improve data accessibility, usability, and quality
to strengthen current product offerings and
enable new products
#GuideStar
5: Reinforce One GS .Org - INternal
•
•
•
Strengthen GS culture and values
Create clarity on roles, responsibilities,
and internal collaboration systems and
processes
Create systematic and data-driven
decision-making processes

11. #GuideStar

12. Williamsburg
Washington, DC
San Francisco
#GuideStar

13. Always make new mistakes.
—Esther Dyson
#GuideStar

14. #GuideStar

15. Year-End 2013
Financial Results
GuideStar Impact Call
February 24, 2014
#GuideStar

16. Disclaimers
• 2013 numbers are preliminary and unaudited
• Safe Harbor disclosure:
Historical results are not necessarily indicative
of future results. All forward looking
statements contain known and unknown risks
that may result in future results that are
materially different from historical results.
#GuideStar
16

17. Top-Line Performance
$12,250k
$12,000k
$11,877k
$11,750k
$11,500k
$11,261k
$11,250k
$11,189k
$11,163k
$11,000k
$11,308k
$10,808k
$10,750k
$10,500k
$10,327k
$10,194k
$10,250k
$10,000k
$9,750k
$9,500k
$9,250k
Revenue
unaudited total unrestricted revenue and total expenses
Expenses
#GuideStar
2010
2011
2012
2013

18. Bottom-Line Performance
$1,250k
$969k
$1,000k
$849k
$750k
$380k
$500k
$219k
$250k
2010
$0k
2011
Cash Flow
($250k)
GAAP Oper Income
2013
($500k)
($750k)
($1,500k)
($615k)
($760k)
($1,000k)
($1,250k)
2012
($982k)
($1,280k)
2013 figures unaudited
18

19. Cumulative Operating Income
Comparison
$1,500k
$1,349k
$1,000k
$500k
$301k
$k
Prev. 17 Years
2012/2013
To Date
($500k)
($1,000k)
($1,048k)
($1,500k)
GAAP Operating Income = Change in Unrestricted Net Assets
2013 figures unaudited
#GuideStar
19

20. Cumulative Cash Flow Comparison
$3,000k
$2,500k
$2.5M
$2.5M Total
$2,000k
43%
Debt :
$1.45M Currently
$1,068k
($650k) debt payments
2012/2013
+$2.1M debt, 2008
Prev. 17 Years
$1,500k
$1,000k
57%
$1,410k
$500k
$k
2013 figures unaudited
#GuideStar
20

21. Discussion
#GuideStar

22. Additional Information
Our impact:
• GuideStar’s impact page:
http://npo.gs/impactpage
Feedback and archive:
• GuideStar Blog: http://npo.gs/icye2013
#GuideStar