GOLD2023

The Gratitude Network

Leadership Accelerated

aka Gratitude Global   |   Pleasanton, CA   |  www.gratitude-network.org
GuideStar Charity Check

The Gratitude Network

EIN: 45-3452029


Mission

The Gratitude Network's mission is to transform the lives of children and youth around the world with a unique model: We help local non-profits through our Gratitude Fellowship: a free 1 year program for non-profit leaders and their organizations anywhere around the world. The program builds leaders’ confidence and capabilities and provides tools and processes for expanding the organization’s impact. Gratitude Fellows have increased leadership confidence and lead more effectively. They have more aligned teams ready to execute a multi-year strategic plan to take the organization to their next level – ultimately increasing the children and youth they impact.

Ruling year info

2012

Founder & Chief Purpose Officer

Mr. Randy Haykin

Main address

349 Main Street - Suite 201

Pleasanton, CA 94566 USA

Show more contact info

Formerly known as

Gratitude Global

EIN

45-3452029

Subject area info

Philanthropy

Community and economic development

Youth organizing

Population served info

Children and youth

Economically disadvantaged people

NTEE code info

Youth Development Programs (O50)

Management & Technical Assistance (S02)

Alliance/Advocacy Organizations (T01)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Tax forms

Communication

What we aim to solve

SOURCE: Self-reported by organization

“Entrepreneurship” has become a global phenomena. Social entrepreneurs are those who are focused on making social impact. Leaders who are addressing issues affecting children and youth have a variety of resources to assist them to develop their start-up organization. Once they start to grow and scale the organization, there are far fewer resources available for developing capacity and “scaling.” As a result, many organizations that set out to impact children don’t last long and find it hard to grow beyond a certain size. A recent study of 115 Mexican Social Enterprises revealed that 38.3 percent of the social enterprises survived less than one year, 45.2 percent lasted one to three years, 8.7 percent lasted four to six years. And why do they fail? • Lack of resources and infrastructure • Context • The board of directors Scale too quickly and the leadership creates organizational problems that will be hard to undo. Scaling before they are ready may cause the enterprise to fail.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Gratitude Fellowship : Scaling Up Curriculum

The Gratitude Network's mission is to change the lives of underserved children and youth around the world by identifying & accelerating the growth of high-impact social entrepreneurs in the US & worldwide working in 3 key areas: Education - Health & Well-Being - Human Rights. These social impact organizations receive a FREE 1-year Fellowship which includes: 1:1 Leadership Coaching with top-tier coaches, Scaling-Up classes to plan, execute and measure impact, Structured Peer-Networking with NPO & business leaders.

Population(s) Served
Children and youth
Economically disadvantaged people

Where we work

Affiliations & memberships

Jefferson Award 2021

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

The Gratitude Network is ultimately focused on improving the lives of children around the world.

Nelson Mandela said, “Our children are the rock on which our future will be built, our greatest asset as a nation. They will be the leaders of our country, the creators of our national wealth who care for and protect our people.” June 3, 1995

Gratitude Network believes that every child is our future and the most critical way to improve the world is to improve the lives of children, insuring that every child has food, access to clean water, clear air, education—everything they need to grow to successful adults and impact their world.

We improve the lives of children through impacting the leadership of organizations on the ground throughout the world and empowering them to expand and reach more children and increase their impact. We believe our strategy is unique, but that our leverage model has the opportunity for leveraged impact.

Our original goal was to impact the lives of 50 million children by 2021. We are proud to say that we are on target to reach that goal and beyond.

The Gratitude Network is a Leadership Development organization that identifies “game-changing” growth stage social enterprises globally who are improving the lives of children and accelerates the success and growth of these organizations working in 3 critical areas (Education, Health and Well-being & Children's Rights) by supporting the leadership. We are on target to impact over 150 social enterprises by 2021, whose reach extends to over 50 million children.

Our strategy is as follows:
a. Initial focus on impacting children through leaders who’s organizations impact education, health and children’s rights - offering coaching services and a process for scaling the organization
b. Create an international community of leaders who support children and education so they can learn and grow from another, and bring them together in unique ways (physically and virtually)
c. Eventually move into new areas of social impact (women’s issues, environment, etc)
d. Eventually build a Foundation to work with our organization so that we can contribute to the scaling plans of the best entrepreneurs that come through our programs.

The purpose of the one-year Fellowship is to accelerate the growth of high-impact social entrepreneurs. Gratitude provides leadership development that leads to organizational transformation for scaling organizations that impact underserved children and youth globally.

Our approach is composed of multiple channels:

• Intense year-long 1:1 Coaching from a dedicated, professional business
Coach—they are matched with their Coach based on a number of criteria
• Assistance of Expert Advisors (experts in their field--Human Resources, law, tax, social media, marketing, sorry-telling, branding, fundraising, board development, etc.) to help solve current problems, issues, barriers they are facing that are impediments to growth.
• Periodic virtual Growth Seminars taught by industry leaders on subjects key to our cohort of leaders
• Peer-to-Peer support--our leaders meet to provide peer support and advice, as well as annually at our Leadership Summit.
• Our annual 3-day Leadership Summit where the Fellows engage with Coaches, Expert Advisors, Alumni, The Gratitude Team and others for 3 days of learning, networking, and a bit of fun
• An on-going Alumni program including
o Expert Advising
o On-going Peer mentoring
o Growth Seminars and
o The Leadership Summit

Quarterly peer calls are an important part of the program, where a highlight is the Leader Round-Table where a current "problem" is sourced, investigated, massaged, solutions offered and a strategy set for resolutions. The Fellows, together with the Gratitude Team, Coaches, Expert Advisors and Alumni gather for our annual Leadership Summit. When the Fellowship year end's, Fellows remain part of our Network via our Alumni program.

We work with multiple partners to help dentify potential leaders that meet our programmatic criteria to invite them to apply.

Our Founder, Randy Haykin, worked for 30 years in Silicon Valley coaching and investing in entrepreneurs. He found that there was little coaching and scaling-up advise for non-profits in the social sector, particularly for organizations focused on children and youth. In Gratitude's early years it was a part-time endeavor, testing the waters and various aspects of the program. In 2015, Randy and a group of primarily technology executives designed a legacy program to impact thousands of organizations, and thereby millions of children, around the world----and our Fellowship was developed. It has grown and been enhanced each year.

We currently have a team of 7 professional staff (working a combination of full and part-time). Ann Singer, our Director of Programs and Events has over 20+ years working, managing and developing non-profits. Arwen Thiel, our Director of Social Impact most recently worked for one of the top children’s foundations managing their programs that are similar to what Gratitude does today. Vicki Daughtry, our Director of Coaching and Learning Vicki has significant experience in project management, coaching and consulting. You can see more details on our team here: http://gratitude-network.org/about/leadership/

We have a solid board of 9 supporting the organization’s work and guiding our own growth and scaling. Our board has 200+ years of experience and is well-balanced in their expertise. You can see the full board here: http://gratitude-network.org/about/board-of-directors/

In addition, we have a deep network of Coaches, Expert Advisors, volunteers and supporters that are at the ready to lend a hand, advise and inform our work.

To date we have worked with 110 impact leaders throughout the world. Our 2021 cohort is planned to be an additional 40 leaders, Bringing our total number of organizations worked with to 150.

The Gratitude Network Fellowship program seeks to impact the social entrepreneurs we support, their organizations, and ultimately the children and youth who are served. Therefore, baseline and on-going data related to all of these components is gathered. Our Fellows are from a diverse range of organizations that work with children in many different ways We track a wide-breadth of data to include the diversity of our Fellow organizations. We acquire detailed baseline service delivery data from applicants. Follow up data is tracked during the course of their Fellowship year, and for 5 years post-program.

We measure our impact in two ways.

First, through significant intake and exiting organization and personal assessments, as well as shorter and less detailed mid-year assessments, the leaders provide detail on their organizational, personal and team member strength and weaknesses.

In addition, we collect data at the onset of the program regarding impact data of the organizations themselves:

• Number of countries, cities, cites, etc. in which they are operating
• Number of schools, teachers, parents, children they work with annual
• Test scores, success rates (recidivism, employment, etc.) depending on the nature of the organizations work

The overall organizations’ impact is looked at to understand the levels of scaling achieved.

To date we have worked with 110 Fellows in more than 40 countries, whose work is impacting over 25 million children globally. Of these Fellows over 89% are women of color. Our Fellows report a 44% Increase in number of programs or products offered and a 65% Increase in number of program location sites.

Examples of our impact:

• After the year-long Fellowship MindLeaps, as a result of their development during our program has signed a contract with the UN to be offering their program to 10,000 refugee children in 2019.
• In the year immediately following their Fellowship year, Meghshala released an app to reach teachers and learners throughout India. As a result, Meghshala expanded into nearly every state in India and increased their impact from 6,000 to 600,000 students – a 9,900% increase. In addition, Meghshala increased their reach to teachers from 200 to 19,000 – a 850% increase and Meghshala’s volunteer and employee numbers expanded by 16%

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • 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, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback

Financials

The Gratitude Network
Fiscal year: Jan 01 - Dec 31

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

3.11

Average of 4.29 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

5.2

Average of 16.2 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

9%

Average of 2% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

The Gratitude Network

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

The Gratitude Network

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

The Gratitude Network

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of The Gratitude Network’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$53,055 -$524 $35,925 -$37,163 $62,233
As % of expenses -12.6% -0.1% 8.0% -7.1% 13.6%
Unrestricted surplus (deficit) after depreciation -$53,055 -$524 $35,925 -$37,163 $62,233
As % of expenses -12.6% -0.1% 8.0% -7.1% 13.6%
Revenue composition info
Total revenue (unrestricted & restricted) $366,939 $420,461 $447,288 $485,505 $519,139
Total revenue, % change over prior year 117.5% 14.6% 6.4% 8.5% 6.9%
Program services revenue 0.0% 22.1% 31.3% 26.2% 46.7%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.0% 0.0%
Government grants 1.4% 0.0% 8.9% 3.1% 0.0%
All other grants and contributions 93.8% 73.9% 56.2% 70.1% 53.3%
Other revenue 4.8% 3.9% 3.6% 0.6% 0.0%
Expense composition info
Total expenses before depreciation $419,994 $384,625 $447,714 $522,142 $457,002
Total expenses, % change over prior year 128.5% -8.4% 16.4% 16.6% -12.5%
Personnel 0.0% 0.0% 44.6% 71.9% 43.5%
Professional fees 6.0% 0.0% 1.4% 1.3% 5.9%
Occupancy 7.1% 15.6% 7.6% 1.9% 2.2%
Interest 0.0% 0.2% 0.1% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 86.9% 84.2% 46.4% 25.0% 48.4%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $419,994 $384,625 $447,714 $522,142 $457,002
One month of savings $35,000 $32,052 $37,310 $43,512 $38,084
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $454,994 $416,677 $485,024 $565,654 $495,086

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 2.7 4.0 3.6 2.1 5.2
Months of cash and investments 2.7 4.0 3.6 2.1 5.2
Months of estimated liquid unrestricted net assets 2.5 2.7 3.3 2.0 3.9
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $93,401 $128,849 $133,734 $90,209 $198,345
Investments $0 $0 $0 $0 $0
Receivables $6,844 $6,844 $7,588 $62,900 $15,841
Gross land, buildings, equipment (LBE) $1,556 $0 $0 $0 $0
Accumulated depreciation (as a % of LBE) 0.0% 0.0% 0.0% 0.0% 0.0%
Liabilities (as a % of assets) 13.8% 9.3% 13.1% 43.8% 30.8%
Unrestricted net assets $87,771 $87,247 $123,172 $86,009 $148,242
Temporarily restricted net assets $0 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $0 $0 $0 $0 $0
Total net assets $87,771 $123,084 $122,744 $86,009 $148,242

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No Yes Yes No No

Operations

The people, governance practices, and partners that make the organization tick.

Documents
Form 1023/1024 is not available for this organization

Founder & Chief Purpose Officer

Mr. Randy Haykin

Randy has lived and worked in the Bay Area/Silicon Valley for 30 years and loves working with entrepreneurs who are MAKING IMPACT both in high tech and social/impact fields. He is currently focused on impacting CEOs and Entrepreneurs in two ways: Local Impact: He facilitates a group of high performance CEOs in the Bay Area using techniques from VISTAGE, working 1:1 as a “MENTOR CAPITALIST” with companies that are seeking strategies and insights as they grow, often working with the Founding team as a mentor, coach or fund-raiser. Randy and his wife, Patty, founded "ENTREPRENEUR WINES” in 2008, a Napa/Sonoma cult winery that is 100% philanthropic – all proceeds from club events and membership go to supporting social/impact entrepreneurs connected with The Gratitude Network. Randy's greatest strengths, according to those who know him best are: - connecting great minds - mentoring leaders with a growth mindset - sales & marketing; branding - fund-raising connections and techniques

Number of employees

Source: IRS Form 990

The Gratitude Network

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

The Gratitude Network

Board of directors
as of 10/31/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mr. Randy Haykin

The Gratitude Network

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 10/31/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 10/31/2023

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • 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 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.
Policies and processes
  • 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 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.