GuideStar Impact Call (02/24/14)

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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.

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GuideStar Impact Call (02/24/14)

  1. 1. Impact Call GuideStar 2013 Results Reporting Live Tweeting: #GuideStar
  2. 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. 3. Please suggest questions throughout the conversation We’ll answer as many as we can. #GuideStar
  4. 4. #GuideStar
  5. 5. Data Innovation Program focus Context Convenience Data Collection More data Reach Better data Depth Faster data #GuideStar Data Distribution Interconnection
  6. 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. 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. 8. Programmatic metrics: Data Innovation 2012 2013 % Change # of expert reviews 3335 3983 19% # of NPO reviews 4692 5759 23% #GuideStar
  9. 9. #GuideStar
  10. 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. 11. #GuideStar
  12. 12. Williamsburg Washington, DC San Francisco #GuideStar
  13. 13. Always make new mistakes. —Esther Dyson #GuideStar
  14. 14. #GuideStar
  15. 15. Year-End 2013 Financial Results GuideStar Impact Call February 24, 2014 #GuideStar
  16. 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. 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. 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. 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. 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. 21. Discussion #GuideStar
  22. 22. Additional Information Our impact: • GuideStar’s impact page: http://npo.gs/impactpage Feedback and archive: • GuideStar Blog: http://npo.gs/icye2013 #GuideStar

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