Impact Call GuideStar 2013 Results Reporting

Live Tweeting: #GuideStar

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

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

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Data Collection Data Distribution

Data Innovation

Program focus Context Convenience

More data Reach

Better data Depth

Faster data Interconnection

#GuideStar

2012 2013 % Change

# of 990 Images 3,768,137 4,026,220 7%

Conversations with NPOs 30,949 34,287 11%

DonorEdge profiles 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

Programmatic metrics: Data Collection

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2012 2013 % Change

Website visits 9,808,647 12,153,987 24%

Web services hits 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%

Programmatic metrics: Data Distribution

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2012 2013 % Change

# of expert reviews 3335 3983 19%

# of NPO reviews 4692 5759 23%

Programmatic metrics: Data Innovation

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1: Refresh ONE GuideStar - EXternal • 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

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

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

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#GuideStar

Williamsburg

San Francisco

Washington, DC

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Always make new mistakes.

—Esther Dyson

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Year-End 2013 Financial Results

GuideStar Impact Call February 24, 2014

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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.

16 #GuideStar

Top-Line Performance

$10,327k

$11,308k $11,261k

$11,877k

$11,189k

$10,808k

$11,163k

$10,194k

$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

Revenue Expenses

2010201120122013

unaudited total unrestricted revenue and total expenses #GuideStar

Bottom-Line Performance

18

($1,280k)

($982k)

($760k) ($615k)

$219k

$380k

$849k $969k

($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

2013 figures unaudited

Cumulative Operating Income Comparison

19

($1,048k)

$1,349k

$301k

($1,500k)

($1,000k)

($500k)

$k

$500k

$1,000k

$1,500k

Prev. 17 Years 2012/2013 To Date

GAAP Operating Income = Change in Unrestricted Net Assets 2013 figures unaudited #GuideStar

$1,410k

$1,068k

$k

$500k

$1,000k

$1,500k

$2,000k

$2,500k

$3,000k

2012/2013Prev. 17 Years

Cumulative Cash Flow Comparison

20

$2.5M

43%

57%

+$2.1M debt, 2008

($650k) debt payments

Debt : $1.45M Currently

2013 figures unaudited

$2.5M Total

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Discussion #GuideStar

Additional Information

Our impact: • GuideStar’s impact page:

http://npo.gs/impactpage

Feedback and archive: • GuideStar Blog: http://npo.gs/icye2013

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