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Washington DC | IRS ruling year: 2003 | EIN: 30-0108263
GlobalGiving is a nonprofit that helps fellow nonprofits thrive. Our mission is to transform aid and philanthropy to accelerate community-led change. We make it poss ... (More)
GlobalGiving is a nonprofit that helps fellow nonprofits thrive. Our mission is to transform aid and philanthropy to accelerate community-led change. We make it possible for you to support local projects in 175+ countries, while giving nonprofits access to the funding, tools, and training they need to serve their communities. When disasters strike, GlobalGiving quickly delivers funds to community-led organizations that are best-suited to provide relief and long-term recovery. (Less)
This charity's score is 98%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
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.
|Date Published||Form 990 FYE||Overall Score||Overall Rating|
|Rating Version: 2.1|
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.
|Rating Version: 2.0|
|Rating Version: 1.0|
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for GlobalGiving is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
GlobalGiving has earned a 98% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2019, which is the most recent Form 990 currently available to us.Learn more
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
|Independent Voting Board Members ... (More)|
The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less)
|No Material Diversion of Assets ... (More)|
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 – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
|Audited Financials Prepared by Independent Accountant ... (More)|
Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
|Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)|
Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it 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." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And 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 is an indicator that the organization is not financially secure. (Less)
|Documents Board Meeting Minutes ... (More)|
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less)
|Distributes 990 to Board Before Filing ... (More)|
Providing copies of the Form to the governing body in advance of 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. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less)
|Does not Compensate Board Members ... (More)|
The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less)
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
|Conflict of Interest ... (More)|
Such a 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 or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less)
|Whistleblower ... (More)|
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less)
|Records Retention and Destruction ... (More)|
Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less)
|CEO Compensation Process ... (More)|
This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less)
|Donor Privacy ... (More)|
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
|CEO Salary Listed on 990 ... (More)|
Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less)
|Board of Directors Listed on Website ... (More)|
Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less)
|Key Staff Listed on Website ... (More)|
It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less)
|Audited Financial Statements Listed on Website ... (More)|
We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less)
|Form 990 Available on Website ... (More)|
We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less)
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
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 Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. 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
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
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).
This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
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 this organizations key compensated staff members as identified by our analysts. 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
Alix Guerrier, CEO
$204,167 (0.31% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
Source: IRS Form 990 (page 7), filing year 2019
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
Activity data not reported from the IRS
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)
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 (GlobalGiving) or EIN (300108263) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
GlobalGiving reported being impacted by COVID-19 in the following ways:
How COVID-19 impacted the organization's operations financially:
GlobalGiving applied for and received a Paycheck Protection Program loan and thus were able to employ a full staff. The PPP loan has been forgiven. Ultimately, we were able to persevere, and hit a fundraising milestone, helping to raise more than $105 million for charitable projects around the world, including COVID-19 relief and prevention. We also launched an emergency microgrants initiative to provide flexible, trust-based grants to our nonprofit partners impacted by COVID-19 around the world.
How COVID-19 impacted the organization's delivery of programs:
GlobalGiving quickly shifted to being fully remote in order to continue supporting our nonprofit partners and donors and ensure the safety of all. We have a strong disaster response program and found early on that all of our nonprofit partners had become, legitimately, coronavirus response providers. To help address emerging needs, we launched a Coronavirus Relief Fund and an emergency microgrant program, delivering small grants of $1,000 to more than 500 nonprofits around the world. An additional 300 grantees received funds from our Coronavirus Relief Fund, which raised nearly $13 million for relief in 2020. We removed traditional barriers to grant applications and project requirements in recognition of the strain of the pandemic and the need for flexibility in funding. For microgrants, we asked only for a 1-3 sentence explaining the need. We then analyzed all applications and shared the data. We helped corporate partners replicate this flexible approach in their programs.
How this organization adapted to changing conditions caused by COVID-19:
GlobalGiving is forever changed because of the pandemic. A year and a half later, we have doubled down on our commitment to put the communities we work with in the driver’s seat of change and support our staff's wellbeing. Foremost, this means building strong relationships with our partners, listening to them and understanding their needs, and being flexible, trusting, and responsive in our programming, grantmaking, and every day work. The traumatic events and social justice movement of 2020 also led to self-reflection amongst staff and the organization. GlobalGiving has a responsibility to current and future stakeholders to prioritize its equity work. We have now standardized the hiring process to eliminate bias, and partnered with a Race, Equity, Diversity, and Inclusiveness consulting company, Building for Mission. We are committed to achieving long-term REDI objectives such as organizational and team alignment, REDI capacity, and relationships, empathy, and trust-building.
Innovations the organization intends to continue permanently after the pandemic:
Our work during the pandemic reinforced the importance of being community led, and we're actively focused on building capabilities to be more community led in the future. For us this means a commitment to sharing power and co-creating with our partners. It means listening and being responsive, fostering deeper relationships and inviting our partnerships to transform us. We also aspire to be transparent, reliable, and accountable partners, and identify and remove barriers to equity. One example of the importance of listening from the pandemic is our exploration of virtual field visits. By listening and adapting, we found many of our partners are excited about the idea of virtual visits. This also cuts the cost and risk of travel. Listening to partners also inspired our emergency microgrants initiative. Through the pandemic, we learned that we can meet our mission successfully in a virtual environment, and that staff, like our nonprofits partners, value flexibility.
Not Currently Scored
GlobalGiving 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.
GlobalGiving reported its largest program on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
Connecting Donors with Global Projects
GlobalGiving has earned a 96% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.Learn more
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
We serve local changemakers around the world who want to improve their communities from within. In the philanthropic sector, they are often underserved and overlooked, with historically less than 2% of all humanitarian aid being allocated to their projects.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Community meetings or town halls, Constituent (client or resident, etc.) advisory committees, Suggestion box/email
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our funders, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
Asking for feedback from the people we serve continually evolves our relationship with them and shifts power. One example is our global COVID-19 grantmaking approach. Through a short four-question survey, all of our grantees could immediately inform us of any urgent changes needed to their active COVID-19 grants. For example, Urban Harvest, based in Texas and serving communities impacted by Hurricane Harvey, said it needed to use its grant funds to rapidly adapt its community farmers market program in northeast Houston to the realities of the pandemic. With this type of partner feedback in hand, we swiftly amended more than 50 of our active grants to allow for maximum flexibility. Flexible grantmaking is a hallmark of our approach.
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Following the completion of an extensive research process into what it means to be community-led in 2020, GlobalGiving published the results and then committed to looking inward to become more community-led ourselves. One example of our progress in being more community-led ourselves is sharing power through co-creation. In 2022, we engaged in a co-creation process with our nonprofit partners to create a new onboarding/welcome experience. Our goals were to prioritize the inclusion of more nonprofits from historically marginalized, excluded, or underrepresented groups. We recognized our existing onboarding process, through a program called the Accelerator, was failing to reach these groups.
70% of beacon score
This organization's score of 95 is a passing score. The organization reported that it is implementing 9 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (4/7)
We review compensation data across the organization (and by staff levels) to identify disparities by race.
We ask team members to identify racial disparities in their programs and/or portfolios.
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served.
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
We disaggregate data by demographics, including race, in every policy and program measured
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Equity Policies and Procedures (5/7)
We use a vetting process to identify vendors and partners that share our commitment to race equity.
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
We have community representation at the board level, either on the board itself or through a community advisory board.
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.
GlobalGiving has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
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 transform aid and philanthropy to accelerate community-led change
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Unleashed potential of people to make positive change happen.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Driving significantly more funding to community-led nonprofits around the world is one of our most important goals. To do so, we will invest in world-class products, services, and programs for giving.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Two: Growing support for community-led approaches as a more equitable and just alternative to funder-driven work is one of our most important goals. This entails being community-led ourselves in all we do.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Amplifying the voices of our nonprofit partners is one of our most important goals. We're now building our capacity to center Race, Equity, Diversity + Inclusiveness principles in our work.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
The nonprofit provides evidence of investment in leadership development
We hired a facilitator to host two Compassion Fatigue workshops for staff experiencing secondary trauma in safeguarding vulnerable populations and reviewing and moderating sensitive content. We hosted a second free session for managers, in order to build leadership skills to better prevent and manage trauma on our teams.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Networks of Collective Impact Efforts
GlobalGiving has strong strategic partnerships across sectors and geographies, and we continually engage in collective impact efforts and thought leadership. One recent example of our thought leadership is our development of Ethos, a decision-making framework and how-to-guide for managing ethical dilemmas. We offer Ethos tools at no cost through our Ethos website. GlobalGiving partnered with the Global Fund for Community Foundations to research what it means to be community-led and how to assess whether your organization is community led, and our findings are open to all. Our Learn Library is a repository of free tips, tools, and resources for anyone who wants to make the world a better place. In 2020, the library reached more than 1M views. Our staff present at conferences and in virtual training opportunities routinely. A recent example is from the 14th Annual Peak Grantmaking Conference, where we presented on “Local Voices in the Lead: Tools for Community-Led Grantmaking.”
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Our HR team rapidly developed a comprehensive COVID-19 response plan using resources from local and global health organizations to guide GlobalGiving employees to keep themselves, their families, and their colleagues healthy and safe. The plan was a living document that we updated based on staff surveys and input, which we collected regularly. As a result of staff feedback, we developed several adaptive policies to prioritize staff well-being and productivity during a pandemic that continues to disrupt life through outbreak waves and COVID-19 variants. Two policies that we are proud of are our organizational-wide “No Meeting Days” and our “GG Health Days.” During our “No Meeting Days,” we collectively committed to moving all non-essential meetings, so all staff could have more uninterrupted time for strategic work, long-term planning, or work that requires quiet, focused time to complete. This was in response to feedback from staff, who found that in our mostly remote work environment requests for meetings had sky-rocketed. We also added several “GG Health Days.” These are days when the office and entire staff received an extra day of collective PTO. We found through feedback that a remote work environment had, for some, created a self-imposed expectation of “always being on.” This mental load can be exacerbated by virtual environments like Slack, where hundreds of messages are crafted and sent sometimes daily at a lightning speed, and boundary-setting varies from individual to individual. Our “Health Days” permit us to all step back from work at the same time, thus reducing staff stress that they’ll miss something important by being away. The feedback on these policies in this time of uncertainty has been resoundingly positive, and these pandemic innovations will continue long after COVID-19 is contained.