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![#GSImpactCall
“Nonprofits need to help
their donors make the
shift from focusingon a
ratio to…assessment of
[nonprofits’]goals,
effectiveness and
impact.”– “The Great
Debate,” AFP
“My call to action is for
nonprofits to be
systematicabout
includingall different
kinds of information
when they tell their
story.”– Jacob Harold in
“The Great Debate,” AFP](https://image.slidesharecdn.com/q1impactcallslidesfinal5-140514120318-phpapp01/85/GuideStar-Impact-Call-05-12-14-7-320.jpg)
Uploaded byGuideStar
GuideStar Impact Call (05/12/14)
GuideStar held its first impact call for Q1 2014 with over 450 participants, featuring discussions on strategic planning, programmatic results, and financial outcomes. The organization aims to enhance its data accessibility and financial sustainability while reinforcing its internal culture and collaboration. Key metrics showed significant growth in web service hits and social media followers, alongside an increasing number of nonprofit participants and members.
GuideStar Impact Call (05/12/14)
- 1. Impact Call GuideStar FirstQuarter 2014 Results Reporting Live Tweeting: #GSImpactCall
- 2. Our First ImpactCall • More than 450 participants • Featurearticlein The WashingtonPost: “Nonprofit hosts its first ‘earnings call’” http://npo.gs/WPGSIC • Robust conversationon GuideStar Blog: http://npo.gs/icye2013 • GuideStar’s impact page: http://npo.gs/impactpage Next Impact Call: Monday, August 11, 2 pm ET http://npo.gs/impactcall3 Submit feedback about today’s call here: http://npo.gs/ic1q2014
- 3. AGENDA GuideStar’s work • GuideStar2020 strategic plan • Review of quarterly programmatic and operational results Jacob Harold President& CEO GuideStar’s finances • Review of quarterly financial results • Lessons learned James Lum CFO Question & answer session Audience questions #GSImpactCall
- 4. Please suggest questions throughoutthe conversation We’ll answer as many as we can. #GSImpactCall
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- 6. Q1 2014 Programmatic andoperational results Financial results #GSImpactCall
- 7. #GSImpactCall “Nonprofits need tohelp their donors make the shift from focusingon a ratio to…assessment of [nonprofits’]goals, effectiveness and impact.”– “The Great Debate,” AFP “My call to action is for nonprofits to be systematicabout includingall different kinds of information when they tell their story.”– Jacob Harold in “The Great Debate,” AFP
- 8. 1: Refresh ONEGuideStar - EXternal • Update GuideStar.org • Refresh GuideStar brand identity 2: Create 21st Century Business Model • Begin implementationof Infrastructure Strategy Plan thereby creating an environment that improves critical systems • Increase GX participation to field-wide standard • Conduct product portfolio strategic planning - short-termand long-term • Extend SaaS products to more community foundations and other communities of interest • Reach meaningful marketpenetration for APIs 3: Enhance Data • Increase data quantity and type to increase appeal of search products to target market segments • Improve programdata or tools to strengthen current and enable new products • Improve data accessibility,usability, and quality to strengthen current product offerings and enable new products • Reductionof Technical Debt through refactoring, process re-engineering,and procedural change 4: Improve Financial Sustainability • 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 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 2014 Objectives #GSImpactCall
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- 11. Organizational Dashboard evolution #GSImpactCall Responsible2012 2013 Var 2012 2013 Var % Change Engagement Website Visits Christine 2,454,704 2,975,224 520,520 9,808,647 12,153,987 2,345,340 24% Webservices Hits Christine 4,922,997 5,666,628 743,631 15,275,834 22,432,677 7,156,843 47% GS Everywhere Index Chuck 1.31 1.64 25% User Calls, Emails Melanie 1,086 958 (128) 4,758 4,004 (754) -16% NPO Calls, Emails, Chat Sessions Melanie 7,103 10,087 2,984 30,949 34,287 3,338 11% Social Media Followers Lindsay 39,228 67,166 27,938 39,228 67,166 27,938 58% Unique Customer Count (annual only) Shannon 530 528 (2) 2,303 2,353 50 2% Members Jessica 122 119 (3) 122 119 (3) -2% Marketing Emails Sent Usma 9,006,127 8,526,944 (479,183) 32,791,409 31,600,932 (1,190,477) -4% Nonprofit Reporting # Expert Reviewers Jasmine 3335 3983 648 3335 3983 648 19% # NPOs Reviewed Jasmine 4692 5759 1,067 4692 5759 1,067 23% # Top NPOs Jasmine 530 645 115 530 645 115 22% # NPO Basic Reports Don G # NPO Seal Reports Don G # Basic GX Profile Erinn 7271 7,271 # Bronze Profiles Erinn 11744 11,744 # Silver Profiles Erinn 22319 22,319 # Gold Profiles Erinn 2047 2,047 Total Seal/Basic Erinn 50464 50,464 # DonorEdge Profiles Don G 5309 6697 1388 5,309 6,697 1,388 26% # NPOs added per their request Melanie 279 329 50 1346 1314 -32 -2% EDU Requests Melanie 60 41 -19 336 358 22 7% EDU Seats Melanie 1001 1346 345 3218 NPO Managers Approved Melanie 5,185 16,900 Core Data # Orgs in GS BMF Christine 2,279,044 4,789 2,279,044 4,789 # 501c3s in GS BMF Christine 1,557,685 3,964 1,557,685 3,964 # non-c3s in GS BMF Christine 721,328 825 721,328 825 # 990s w fin data (>2009) Christine 535,925 71,250 294,465 535,925 258,449 88% # 990-PFs w fin data (>2009) Christine 91,720 397 50,952 91,720 40,758 80% # 990-EZs w fin data (>2009) Christine 1,312 - 1,201 1,312 111 9% # 990 Images Christine 4,026,220 3,768,137 4,026,220 258,083 7% # 990-PF Images Christine 1,249,846 1,160,069 1,249,846 89,777 8% # 990-EZ Images Christine 2,320,826 2,116,379 2,320,826 204,447 10% Human Resources Full time employees Judy 52 57 5 52 57 5 Part-time employees Judy 6 4 -2 6 4 -2 Interns Judy 2 2 0 2 2 0 Open positions Judy 1 1 0 1 1 0 Finances Cash Balance James 1,630,000 2,478,000 848,000 52% Months of Cash James 1.7 2.6 0.9 Cash Flow James 219,000 849,000 Total Net Revenue James 10,845,000 11,035,000 190,000 2% Total Operating Expenses James 9,830,000 9,427,000 (403,000) -4% GAAP Operating Income James 380,000 969,000 589,000 155% Q4 Summary Annual Summary YTD YTD YTD YTD 1. Fewer metrics 2. Clearer targets 3. Bettertool for management
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- 13. HISTORIC HISTORIC CURRENTGROWTH GROWTH Description Q1 2013A Q4 2013A Q1 2014A QoQ YoY TotalNPO participants 61,304 86,574 96,363 11.3% 57.2% Gold 809 2,047 2,857 39.6% 253.2% Silver 5,119 22,319 22,959 2.9% 348.5% Bronze 365 11,744 12,018 2.3% 3,192.6% In progress 55,011 50,464 58,529 16.0% 6.4% Profileupdate ratio 19.8% 15.8% 17.1% 8.0% 8.0% Select “Engagement” Metrics:
- 14. HISTORIC HISTORIC CURRENTGROWTH GROWTH Description Q1 2013A Q4 2013A Q1 2014A QoQ YoY # New Registered Users 52,036 46,223 51,750 12.0% (0.5%) Number of API Hits 4,807,359 5,428,506 7,582,408 39.7% 39.7% Number of Customers NA 3,882 3,308 (14.8%) NA Select “Products” Metrics:
- 15. Future iterations #GSImpactCall Organizational Dashboard– Version 2 Evaluation Dashboard • 10 metrics, more predictive • Graphs and visual trends • Auto compilation • GuideStar’s longer-term sector impact: • Influence • Reach • Engagement • External stakeholders
- 16. Q1 2014 Programmatic andoperational results Financial results #GSImpactCall
- 17. Disclaimers • Numbers arepreliminary 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. 17#GSImpactCall
- 18. Top-Line Performance Recap $10,327k $11,308k$11,261k $11,877k $11,189k $10,808k $11,158k $10,232k $9,250k $9,500k $9,750k $10,000k $10,250k $10,500k $10,750k $11,000k $11,250k $11,500k $11,750k $12,000k $12,250k RevenueExpenses 2010 2011 2012 2013 total unrestrictedrevenue andtotal expenses #GSImpactCall
- 19. Bottom-Line Performance Recap 19 ($1,280k) ($982k) ($760k)($615k) $219k $380k $849k $926k ($1,500k) ($1,250k) ($1,000k) ($750k) ($500k) ($250k) $0k $250k $500k $750k $1,000k $1,250k Cash Flow GAAP Oper Income 2010 2011 2012 2013
- 20. Q1 2014 Top-LinePerformance 20 $3,273k $2,418k$2,422k $2,737k $0k $500k $1,000k $1,500k $2,000k $2,500k $3,000k $3,500k Revenue Expenses 2013 2014 total unrestrictedrevenue andtotal expenses
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- 23. $k $500k $1,000k $1,500k $2,000k $2,500k $3,000k $3,500k Prior Yr YTD Grants Other Membership Products RevenueUp Nearly $100k, Excluding Timing of Grants 23 $3,273kTotal Grants Comparison 2013: $1M ($600kHewlett, $285kOmidyar, $85kCharina) 2014: $47ktotal (Moore) $2,422kTotal $2,277k excl. grants $2,366k excl. grants
- 24. $k $500k $1,000k $1,500k $2,000k $2,500k $3,000k YTD PY YTD2014 Personnel Consulting Travel Rent, Office, Misc. Adv & Marketing Technology 90% of OPEX Increases from Year-Long Investment in Skills 24 $793k before Staff/Consulting $2,627kTotal $829k before Staff/Consulting $2,258kTotal Key Investments Sr Dir, Products Sr Dir, Strategy Development Dir 2 Bus.Intelligence 2 Sales & Support 2 Software engineers$1465k Staff/ Consulting $1800k Staff/ Consulting Operatingexpenses before depreciation, interest, and special projects
- 25. Q2 Outlook Revenue • Productsales stronger in Q2 seasonally • Grants of $285k expected Q2 vs. none last year through August Expenses • Run-rateswill plateau • Year-over-year comparisons will narrow when we compare on like basis, accountingfor staff investments
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- 28. Additional Information Next ImpactCall: August 11, 2 pm ET: http://npo.gs/impactcall3 Our impact: • GuideStar’s impact page: http://npo.gs/impactpage • GuideStar APIs: http://npo.gs/6apis • BoardSource: https://www.boardsource.org/eweb/ • Full Washington Post Impact Call article, “Nonprofit hosts its first ‘earnings call’”: http://npo.gs/WPGSIC February 24 Impact Call: Q&A and archive: http://npo.gs/icye2013qa Give us your feedback: GuideStar Blog: http://npo.gs/ic1q2014