WildAid
WildAid
San Francisco CA | IRS ruling year: 2006 | EIN: 20-3644441
Organization Mission
To inspire and empower the world to protect wildlife and vital habitats from critical threats.
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San Francisco CA | IRS ruling year: 2006 | EIN: 20-3644441
Organization Mission
To inspire and empower the world to protect wildlife and vital habitats from critical threats.
Great
This charity's score is 100%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores, weighted as follows: 90% Accountability & Finance, 10% Leadership & Adaptability. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Results. The historic rating mainly reflects a version of today’s Accountability and Finance score. More information on our previous rating methodologies can be found on our rating methodology page.
Date Published | Overall Rating | ||
4/1/2021 | |||
11/1/2019 | |||
11/1/2018 | |||
3/1/2018 | |||
12/1/2016 | |||
6/1/2016 | |||
12/1/2015 | |||
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
11/1/2015 | |||
12/1/2014 | |||
10/1/2013 | |||
10/1/2012 | |||
2/1/2012 | |||
9/20/2011 | |||
10/1/2010 |
Score
Most Recent Fiscal Year:
FY 2021
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
Learn more
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. We check to see that a majority of board members are identified as independent on their tax form.
Source: IRS Form 990
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. For most organizations, we check to see if the organization has at least three independent board members. For large, donor-funded organizations, we check to see if the organization has at least five independent board members
Source: IRS Form 990
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
Total Revenue Amount | Expectation to Receive Credit |
$2 million or higher and 40% or higher donor support | Expected to complete an audit and have an audit oversight committee |
$1 million or higher | Expected to complete an audit |
$500,000 - $1 million | Expected to complete an audit, review, or compilation |
Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
A diversion of assets — any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft — also can seriously call into question a charity's financial integrity. We review the charity's most recent IRS Form 990 to see if the charity has reported any diversion of assets.
Source: IRS Form 990
Charity Navigator looks for a website on the IRS Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
Charity Navigator looks for the existence of a conflict of interest policy on the IRS Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Charity Navigator looks for the existence of a whistleblower policy per the IRS Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Charity Navigator looks for the existence of a document retention and destruction policy per the IRS Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Charity Navigator looks to confirm on the IRS Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Providing copies of the IRS Form 990 to the governing body prior to filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice.
Making loans to related parties, such as key officers, staff, or Board members, is not standard practice in the sector as it diverts the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems.
The IRS requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Some state laws go so far as to prohibit loans to board members and officers.
Although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it indicates that the organization is not financially secure. Our analysts check to see if any loans have been made.
For almost all charities, we check the charity's IRS Form 990 to see if it discloses that the Form 990 is available on the charity's website. As with the audited financial statement, donors need easy access to this financial report to help determine if the organization is managing its financial resources well.
Source: IRS Form 990
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent IRS Form 990). This ratio is an indicator of an organization's solvency and/or long-term sustainability.
Source: IRS Form 990
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three IRS Forms 990). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Source: IRS Form 990
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed IRS Form 990. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are up to five of this organization's highest compensated employees. This compensation data includes salary, cash bonuses, and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Peter Knights, President And Founder
$250,000
John Baker, Chief Program Officer
$207,000
Robert Pinnix, Chief Development Officer
$170,000
Angela Kirkman, Senior Director Of Partnerships
$155,000
Jaclyn Sherry, Operations Director
$143,319
Source: IRS Form 990 (page 7), filing year 2021
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (WildAid) or EIN (203644441) in the 'Search Term' field.
Not Currently Scored
WildAid cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Not Currently Scored
WildAid cannot currently be evaluated by our Culture & Community methodology because we have not received data from the charity regarding its Constituent Feedback or Equity Practices strategies.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Score
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
To inspire and empower the world to protect wildlife and vital habitats from critical threats.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We envision a future where our choices allow our planet and its diverse life to flourish; where people have the knowledge, resources, and ability to fulfill their needs without compromising the needs of wildlife and its essential habitat.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Protect iconic, threatened, and keystone species by achieving transformational conservation impacts.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Strengthen enforcement of 250 priority marine areas to protect the world’s marine wildlife and vital habitat from critical threats including illegal fishing, poaching, and over-exploitation
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Measurably reduce carbon emissions on the scale of a nation-state (200+ megatons annually)
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
Capacity building for local staff and partners is integrated into all of our work with the goal of empowering local ownership and leadership over time. WildAid's goal is to empower local partners and communities to ultimately protect their native wildlife and habitats independently.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
This organization mobilizes for mission in the following ways:
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
What are this organization’s external mobilizaton efforts?
At its core, WildAid believes that conservation is a team sport. Partnership and collaboration with local communities, NGOs, and governments are the norm in our work. Thought leadership in behavior change and maritime law enforcement is often shared via multiple different conferences and panels throughout the year.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
One of the ways WildAid has adapted to external changes is by pivoting around government responses to COVID and its engagement strategy with changing social distancing guidelines. With many restrictions being lifted in Asian countries, WildAid developed print and video PSAs, virtual workshops, a global social media campaign, and a business leaders pledge campaign. Our approach in these countries is nimble; we adjusted our strategy as needed based on government announcements (or delays) of bans/regulations. While being flexible with dates for workshops and filming, our campaign shifted toward reaching people online. Major social media platforms provided promotional space through loading pages, banners, and homepage video promotion. Influential social media accounts (private, state-owned, and our celebrity ambassadors) posted related content. The campaign also had an interactive and shareable pledge component, and virtual workshops and webinars to elicit more active engagement. This adjustment in approach allowed us to reach our target audience in-home, as they were less likely to see and engage with our messaging on outdoor platforms, given limited travel and outings.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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