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From the President's Office, December 2007

Dear Friend:

Here at GuideStar, we are ending the year on a high note—one that we hope will help you end your year successfully, too. We have just added a "Donate Now" capability to our Web site. Now, anyone who comes to GuideStar—registered or unregistered, logged in or not logged in—can give to the charities of his or her choice directly from our site.

We hope that seeing the "Donate Now" button beside a charity's name in the search results or at the top of its GuideStar report will inspire you to give—and that the convenience of on-line giving will encourage giving generously to support the good work of the nonprofit sector.

As 2007 comes to a close, I'd like to take this opportunity to thank you for choosing to subscribe to the GuideStar Newsletter. I hope you've found it to be a helpful and thought-provoking source of information, and, as always, I encourage you to share your opinions and comments on our articles with us. We appreciate all of your feedback and suggestions on how to make GuideStar better and more responsive to your needs.

From time to time, people ask us about articles we've previously published. GuideStar maintains an archive of past articles on our Web site. There are two ways you can locate specific articles: from the categories listed on the index page or through the year links on the right. If you're new to GuideStar or have just recently become a Newsletter subscriber, you might want to take some time to browse through this valuable collection of information. And please remember, your comments, questions, and requests should be sent directly to the Newsletter's editor, Suzanne Coffman, at

I'd also like to take this opportunity to thank everyone who participated in our sixth annual survey on nonprofits and the economy. More than 4,000 Newsletter readers took part, sharing a wide range of responses that come together to paint an interesting picture: as the sector continues to grapple with the growing demand for the services it provides, contributions are on the rise and organizations are optimistic about the immediate future. I believe that the results of this survey are further proof of the indispensable role nonprofit organizations play in our society. For more details, please take a look at the article included in this month's Newsletter.

The work we do in the nonprofit sector is important and essential to all Americans. Thank you for all that you have done to provide public service and thanks for your commitment to make your organization even better and more effective next year. Best wishes for a successful 2008 and a happy holiday season.

Happy holidays,

Bob Ottenhoff
President and CEO

Highlights of the 2007 GuideStar Nonprofit Compensation Report

The 2007 GuideStar Nonprofit Compensation Report is based on 102,414 observations from 56,228 Forms 990 filed by 501(c) organizations with the IRS for fiscal year 2005. Among the highlights:

  • Median compensation of females continued to lag behind that of males when considering comparable positions at similar organizations.
  • Females held 50 percent of CEO positions at organizations with expenses of $1 million or less but only 34 percent at organizations with expenses of greater than $1 million. Overall, women held 41 percent of the positions reported upon but received only 32 percent of the total compensation.
  • As has been the case in the past few years, female CEOs at larger organizations are making slow but steady progress at closing the gender gap when it comes to compensation. Incumbent female CEOs at organizations with expenses of $25 million or greater had a higher median compensation increase from 2004 to 2005 than males. Results are mixed for smaller organizations.
  • The larger the organization, the larger the increases in compensation. For example, CEOs at organizations with budgets between $500 thousand and $1 million saw a median increase of 4.1 percent from 2004 to 2005, whereas those at organizations with budgets of greater than $50 million had a median increase of 7.3 percent.
  • Not surprisingly, health and science organizations had the highest overall median salaries. Food, religion, and housing organizations brought up the rear.
  • Washington, D.C., had the highest overall median salaries of the 20 largest metropolitan statistical areas; Riverside-San Bernardino, California, had the lowest.
Each of these topics is explored in more detail below.


As in past reports, women's compensation lagged behind that of men. The difference in compensation ranged from 17.4 percent at organizations between $500 thousand and $1 million in size to 25.2 percent at organizations larger than $50 million.

Median percentage increases in compensation for incumbent female CEOs were generally larger than those received by males from 2004 to 2005.

Median Increase in Incumbent CEO Compensation by Gender, 2004-2005

Budget Size Females Males
Greater than $50 million 8.4% 7.1%
Between $25 million and $50 million 6.7% 5.5%
Between $10 million and $25 million 5.0% 4.8%
Between $5 million and $10 million 4.9% 4.6%
Between $2.5 million and $5 million 4.3% 4.3%
Between $1 million and $2.5 million 4.2% 4.2%
Between $500 thousand and $1 million 4.3% 3.8%
Between $250 thousand and $500 thousand 4.3% 2.9%
$250 thousand or less 1.8% 2.8%

Generally, women made gains in their share of top positions at nonprofits of most sizes between 2001 and 2005. Progress was particularly pronounced at the CEO position for very large organizations. Interestingly, at the smallest organizations, men made began to make gains at most positions, although these organizations are still dominated by women executives.


Budget Size

It is certainly expected that holders of top positions at larger organizations would be compensated more highly. Incumbents, however, generally also received higher raises in 2005 compared to 2004 than did their counterparts at smaller organizations.

This phenomenon was more pronounced for CEOs than for other positions in the report.

Program Area

Not surprisingly, program areas that tend to be associated with specialized knowledge and large organizations led the way in median compensation.

Five Program Areas with Highest Overall Median Compensation, 2005

Program Area Median Compensation
Science and Technology Research Institutes, Services $125,947
Health—General and Rehabilitative $117,459
Medical Research $112,914
Social Science Research Institutes, Services $110,513
Mutual/Membership Benefit $109,667

Five Program Areas with Lowest Overall Median Compensation, 2005

Program Area Median Compensation
Religion $67,021
Food, Agriculture, and Nutrition $67,274
Housing, Shelter $73,399
Animal Related $74,975
Youth Development $75,000


The Washington, D.C., metropolitan statistical area (MSA) had the highest overall median compensation. This is not surprising, given the high concentration of national organizations headquartered there and the relatively high cost of living. The chart below shows actual median compensation for the 20 largest MSAs and then converts the values by comparing the local cost of living to that of Washington, D.C. So, for example, someone making $84,885 in Phoenix has approximately the buying power of someone making $111,199 in Washington, D.C.

Overall Median Compensation for the Twenty Largest MSAs, 2005

Metropolitan Statistical Area Median Compensation Adjusted for D.C. Cost of Living
Washington, D.C.-Md.-Va.-W. Va. $115,800 $115,800
New York, N.Y. $110,825 $88,660
Chicago, Ill. $102,351 $125,892
Boston, Mass.-N.H. $101,539 $98,493
Philadelphia, Pa.-N.J. $98,648 $130,215
Baltimore, Md. $98,430 $125,990
San Diego, Calif. $95,958 $76,766
Los Angeles-Long Beach, CA $95,000 $88,350
Detroit, Mich. $94,136 $140,263
Atlanta, Ga. $91,704 $142,141
Miami, Fla. $91,532 $97,939
San Francisco, Calif. $89,665 $61,869
Dallas, Tex. $87,765 $137,791
Tampa-St. Petersburg-Clearwater, Fla. $87,471 $122,459
St. Louis, Mo.-Ill. $86,894 $139,899
Houston, Tex. $85,910 $139,174
Seattle-Bellevue-Everett, Wash. $85,235 $100,577
Minneapolis-St. Paul, Minn.-Wis. $84,948 $105,335
Phoenix-Mesa, Ariz. $84,885 $111,199
Riverside-San Bernardino, Calif. $84,000 $89,040

Chuck McLean, September 2007
© 2007, Philanthropic Research, Inc. (GuideStar)

Chuck McLean is GuideStar's vice president for research and data quality.

Get Your Organization Listed on the New GuideStar Exchange

Is it better to give or to receive? How about both? Members of the GuideStar Exchange give the public more information about their organization's mission and activities. In return, they receive the ability to customize upgraded GuideStar report pages.
Today's donors want more than your assurances that you're good people doing good work. They want to know how you define your mission. They want details about your programs and how those activities support your mission. They want to know how you use their contributions. And they're looking for measurable results.

The GuideStar Exchange is a new initiative designed to connect nonprofits with current and potential supporters. By leveraging GuideStar's vast on-line audience of grantmakers and individual donors, your organization can reach engaged donors and share a wealth of up-to-date information with them.

"Individual donors and professional grantmakers come to GuideStar every day to find information about nonprofits they are interested in," said Bob Ottenhoff, GuideStar's president and CEO. "These donors are empowered and engaged in their philanthropy. The most successful nonprofit leader is proactive in sharing information. A listing on the GuideStar Exchange extends your marketing reach by meeting these donors where they are and giving them what they have come to expect—accurate and timely information about your mission, your programs, and your funding needs."

There is no cost to have your organization listed on the Exchange. Any nonprofit that has an official IRS letter of determination and conducts an annual audit is invited to apply for membership. If your organization is accepted, you'll have the opportunity to create customized report pages that feature richer information and greater visual appeal. If you act before January 31, 2008, you will also receive a free one-year subscription to GuideStar Premium (a $1,000 value).

As a member of the GuideStar Exchange, you'll be able to upload your organization's logo to your GuideStar report pages, along with photos, video, and recent news items. You'll also have the option to post direct links to your Web site and your most recent annual reports as well as a list of three "wishes"—timely appeals for the specific donations your organization needs.

GuideStar is also offering a special $10,000 Sweepstakes Giveaway as an added bonus to early adopters. Ten organizations that have been accepted as members of the Exchange will be randomly selected and awarded $1,000 each. Keep your eye on the GuideStar Web site for the official contest rules.

The GuideStar Exchange will launch on December 15. Be sure to come back and get listed on the Exchange, then use your enhanced report pages to give grantmakers and individual supporters the information they need to connect with your organization.

Patrick Ferraro, December 2007
© 2007, Philanthropic Research, Inc. (GuideStar)

Patrick Ferraro is a freelance writer in Seattle and a former editor of the Newsletter.

Giving to Charity Just Got Easier

Now you can give to the charities you find on GuideStar directly from our Web site. Just click the "Donate Now" button that appears in the search results beside a charity's name or on its GuideStar report, and you'll go immediately to a donation page for that nonprofit.

"Many donors have told us that they research their giving on GuideStar," explained Bob Ottenhoff, GuideStar's president and CEO. "We wanted to make it easier for them to take advantage of all of the excellent information they find on our site. Now they can give directly from our site, then continue their research. Donors don't even have to be registered with GuideStar or logged in to 'Donate Now.'"

Although on-line contributions make up only a fraction of total charitable giving, that fraction is impressive: according to the Chronicle of Philanthropy, on-line donations totaled $1.2 billion in 2006. And, if the recent past is any indication, that figure will grow in the future: on-line contributions in 2006 represented a dramatic increase over the $7 million donated on-line in 1999.

"An important part of GuideStar's mission is to encourage charitable giving," Ottenhoff noted. "We have always worked toward this goal by giving donors the information they need to identify charities that share their values and are engaged in work that is important to them. Now we're expanding our service by making it possible for donors to give to the nonprofits they want to support as soon as they find them on GuideStar, at no cost to the charities that receive their gifts."

Suzanne E. Coffman, December 2007
© 2007, Philanthropic Research, Inc. (GuideStar)

Suzanne Coffman is GuideStar's director of communications and editor of the Newsletter.

Branding as a Fundraising Tool

Reprinted from Branding Bytes

Q. Why is the world's second richest man (Warren Buffet) committing more than $30 billion of his personal fortune to the philanthropic foundation of the world's first richest man (Bill Gates)?

A. Hint: It's not because Warren Buffet and Bill Gates are good friends (which they are) and often play bridge together (which they reportedly do).

The reason Buffet committed—nay, will invest—more than $30 billion to the Bill and Melinda Gates Foundation over the coming years is because the Gateses are not running a nonprofit charity. They're managing a transparent, evidence-based, philanthropic organization that understands the value of operating in a businesslike manner. As a result, over the years the Gates Foundation has earned a solid brand reputation for achieving and reporting results, which Buffet respects, values—and wants his philanthropic legacy to be a part of! Yet this concept still eludes many nonprofits.

When asked how they would feel about operating in a more businesslike fashion, as well as incorporating branding strategies into their daily activities, many nonprofit leaders still tell me that "it would make us look too much like the for-profit sector." And my response is always the same—"Get over it!"

In no way am I suggesting that nonprofits compromise their passion for their missions or co-opt their values or program strategies to appease business-oriented donors. On the contrary, it’s that very passion and focus on helping people that many of today's donors are looking for in an organization.

In fact, there is a growing number of civic-minded individuals, foundations, and giving circles willing to invest substantial sums of money in nonprofit organizations. But because many of these donors amassed their wealth by working in the for-profit sector, they are primarily seeking to invest in organizations that reflect the business environment from which they came—and understand.

For nonprofits, attracting these major donors means:

  • Being transparent
  • Being accountable
  • Tracking and measuring results
  • Professionalizing your marketing and development efforts
  • Having a Web-based presence
  • Actively promoting your brand

Being Transparent

Would you invest heavily in a business you could learn little, if anything, about? Neither would savvy major donors. How open is your organization to public scrutiny regarding its finances, operational functions, decision-making processes, and more? This kind of openness facilitates relationship building among large donors who want to support organizations they understand, respect, and trust—namely those that own and consistently demonstrate a quality, transparent brand.

Being Accountable

It's not enough simply to be transparent. Accountable and ethical behavior is high on the list of reasons one organization may receive funding over another. According to a reliable Web-based resource, Accountability Central, organizations of all kinds are "increasingly being held accountable for their decisions, actions, behaviors and performance by a wide range of external and internal stakeholders," including funders.

At the very least, supporters want an accurate accounting of how their money is being spent and what impact it is making. Which leads us to ...

Tracking and Measuring Results

Touting "we make a difference" doesn't cut it these days. Nor are today's funders satisfied with simply knowing how many people your organization served last year. What they are most interested in is what long-lasting impact your organization has had on the individuals and communities it serves.

For example, if you provided homeownership counseling to 226 people over the last several years, how many are actually in the process of purchasing a home? How many have bought homes? How many are still in the homes they bought? If you are in the business of providing adult literacy classes, how many of those who have gone through your program can now read at an eighth-grade level? How many have gotten better jobs as a result of their new reading skills? What's been their average salary increase?

The more measurable results and outcomes you can document, the more businesslike—and better—you look to large, serious donors.

Professionalizing Your Marketing and Development Efforts

Can you name a successful for-profit company that doesn't have a strong marketing or research development component? Yet many nonprofits forego investing in these critical functions for fear they would be shortchanging their programs and services. The fact is that it is very difficult to grow programs and services if you're not actively out there raising funds or promoting your organization. Your executive director can't do it all.

If need be, hire professional communicators, marketers, and fund developers on an as-needed, consultancy basis. Over time, it will prove to be a worthwhile investment.

Having a Web-Based Presence

You'd be surprised to learn how many nonprofits still don't have a Web site. If you're one of them, seriously consider creating a Web site for your organization. It's the first place many donors go to learn more about an organization they may be interested in supporting.

If you already have a Web site, make sure it accurately reflects your brand, is easy to navigate, and is updated on a regular basis.

At the very least, you should be regularly communicating to current and prospective donors with a newsletter, preferably an electronic e-newsletter that is brief and compelling.

Actively Promoting Your Brand

For argument's sake, let's say you're doing some, if not all, of the above. How well are you communicating this information through a solid brand image and good brand messaging? How easy is it for motivated funders to find you? Do funders you seek to attract truly understand:

  • Who you are?
  • What you do?
  • How you do it?
  • And why they should care enough to support you?
If not, you need a new business plan—and better branding.

Larry Checco, Checco Communications
© 2007, Larry Checco. Reprinted from Branding Bytes, vol. 1, no. 8 (fall 2007). Reprinted with permission.

Larry Checco is president of Checco Communications and author of Branding for Success: A Roadmap for Raising the Visibility and Value of Your Nonprofit Organization. Larry is a nationally recognized public speaker, workshop presenter, and consultant on branding. To learn more, log on to or contact Larry at

Signs of Stability: Results of the 2007 GuideStar Nonprofit Economic Survey

For the past six years, GuideStar has been asking nonprofit representatives to compare their organizations' current situations—in terms of services provided and donations received—to the previous year. Certain trends have become evident in the past few years: a majority of organizations reporting that their contributions had increased or remained the same and a majority reporting an increase in the demand for their services.

Both of these trends continued in 2007, pointing to a stability in the steadily expanding nonprofit sector, despite the uncertainty of the current economic climate. A general feeling of optimism about the coming months was also in evidence, as a majority of organizations that rely on end-of-year contributions indicated that they were anticipating an increase in gifts during the 2007 giving season.

"We are pleased that support for nonprofit organizations has increased this year," stated Bob Ottenhoff, GuideStar's president and CEO. "We are also glad that, despite fluctuations in the economy, so many in the sector are optimistic about end-of-year giving. As demand for nonprofits' services grows, however, it is more important than ever that Americans support the vital programs offered by the nation's charitable organizations."

Contribution Levels

When survey participants were asked about contributions received over the first nine months of 2007 as compared to the same period last year, the results were in line with the past three years.

Change in Contributions

GuideStar Survey Contributions Decreased Contributions Stayed about the Same Contributions Increased Don't Know
October 2007 19% 25% 52% 4%
October 2006 19% 27% 50% 4%
October 2005 22% 26% 49% 3%
October 2004 23% 24% 50% 3%
October 2003 35% 22% 39% 4%
November 2002 48% 22% 28% 3%

Representatives of organizations that receive the majority of their contributions during the last three months of the year were also asked how they anticipated 2007's year-end giving to compare to the same period in 2006. The results display a positive attitude toward expectations for the upcoming giving season, with 28 percent of respondents anticipating contributions would remain about the same and 60 percent anticipating that they would exceed the 2006 levels.

Demand for Services

As has been the case for the past four years, a majority of survey respondents reported an increase in the demand for the services their organizations provide over the first nine months of the year.

Change in Demand

GuideStar Survey Demand Decreased Demand Stayed about the Same Demand Increased Don't Know
October 2007 5% 25% 67% 3%
October 2006 4% 23% 72% 2%
October 2005 5% 24% 70% 2%
October 2004 5% 23% 71% 2%
October 2003 6% 22% 70% 2%

For the third straight year, the greatest percentage of organizations reporting an increase in the demand for their services identified their mission as pertaining to Food/Agriculture/Nutrition. The categories with the smallest percentage of organizations reporting an increase in demand for services included Arts/Culture/Humanities, Medical Research, and Science and Technology Research Institutes.

Grantmaking Organizations

Nearly 20 percent of the participants in the survey indicated that the organizations they represent were either a private foundation or a grantmaking public charity. More than half of these organizations reported an increase in the dollar amounts they had awarded in the first nine months of 2007, with only 12 percent reporting a decrease.

Change in Amounts Awarded

GuideStar Survey Amounts Awarded Decreased Amounts Awarded Stayed about the Same Amounts Awarded Increased Don't Know
October 2007 12% 33% 52% 3%
October 2006 14% 32% 52% 3%
October 2005 13% 38% 47% 2%
October 2004 19% 33% 45% 2%
October 2003 32% 35% 32% 2%
November 2002 40% 28% 18% 15%

Representatives of these organizations were also asked to compare the number of grant applications they received during the first nine months of 2007 to the same period in 2006. Eighty-nine percent reported that this number had either increased or remained the same.

Differences by Location and Organization Size

When the survey results were broken down regionally, there was little difference of any statistical significance from the national results, both in contributions and demand for services. Representatives of larger organizations with annual expenditures of $5 million or more were the least likely to report a decrease in contributions as well as the most likely to report an increase. Organization size, however, didn't appear to affect demand for services.

See the complete survey results, including regional and mission-based breakdowns

About the Survey

In October 2007, GuideStar invited newsletter subscribers who had identified themselves as representatives of either a public charity or a private foundation to participate in its annual survey on nonprofits and the economy. Responses were received by 4,173 individuals representing at least 3,587 nonprofit organizations of varying sizes and missions located in all 50 states as well as the District of Columbia.

Patrick Ferraro, December 2007
© 2007, Philanthropic Research, Inc. (GuideStar)

Patrick Ferraro is a freelance writer in Seattle and a former editor of the Newsletter.

IRS Updates, December 2007: Final E-Filing Regulations and Temporary E-Postcard Regulations Issued

Note: The following discussion is provided for informational purposes only and is not intended to serve as legal or tax advice. For specific information about e-filing and Form 990-N, consult your attorney or tax adviser.

Final E-Filing Regulations

Large nonprofits, take notice: the IRS has issued finalized regulations regarding the e-filing requirements of tax-exempt organizations. The final ruling doesn't differ significantly from the temporary regulations that were issued in 2006 and only affects the following types of organizations:

  • public charities that are required to file at least 250 returns a year and have $10 million or more in assets at year end
  • private foundations that are required to file 250 returns a year regardless of their year-end assets
The 250 return minimum refers to all income, excise, employment tax, and information returns that an organization is required to file. The ruling requires that these organizations file their Forms 990 and 990-PF electronically.

See more information on e-filing >

Temporary E-Postcard Regulations

If you're associated with a small nonprofit, this one is for you. The IRS has issued temporary regulations for the new Form 990-N. This form, also known as the e-Postcard, was introduced as part of the Pension Protection Act of 2006. Smaller tax-exempt organizations with gross receipts of $25,000 or less that don't file a Form 990 or 990-EZ will now be required to file a Form 990-N, with the following exceptions:

  • churches, their integrated auxiliaries, and conventions or associations of churches
  • nonprofits included in a group return
  • private foundations required to file Form 990-PF
  • section 509(a)(3) supporting organizations required to file Form 990 or 990-EZ
The e-Postcard asks for basic organizational information, including address, EIN, and the name of the principal officer. It must be submitted to the IRS on-line, as there is no plan for a paper version of the form. Failure to file the e-Postcard for three consecutive years could lead to the loss of an organization's tax-exempt status.

More information on Form 990-N >
More information on the Pension Protection Act of 2006 >

Patrick Ferraro, December 2007
© 2007, Philanthropic Research, Inc. (GuideStar)

Patrick Ferraro is a freelance writer in Seattle and a former editor of the Newsletter.

A Look at the Benefits of Open Platforms: The Driver of Nonprofit Technology Growth

To many nonprofits, the open platform initiative is just the latest craze whose overall implications are not yet fully understood. An open platform enables software developers to add features and functionality to a software vendor's product by means of an external programming interface. The external programming interface, also known as Application Programming Interface (API), is published by the software provider and describes the software system, thereby enabling developers to integrate various applications that add more functionality and new features.

As more and more developers integrate with the open platform, the number of solutions available increases exponentially. Nonprofit organizations can reap the benefits. Open platforms create more choice for nonprofits, and the more choices organizations have, the more likely they are to find solutions that best meet their unique needs.

If the power to choose isn't enough to illustrate the value of open platforms, here are some more benefits:

  1. Ability to integrate multiple systems
    In addition to adding features and functionality to software, open platforms enable the integration of various systems to provide more robust and more easily accessible information.

    Let's say, for example, that an organization has decided to implement text messaging into its donor relations campaign. They select a vendor and begin to send text message updates to relevant constituents. They are able to get reports and pull information on the effectiveness of the campaign from the selected Short Message Service (SMS) provider.

    If the organization is like most nonprofits, it also has a constituent relationship management (CRM) system that has information about the on-line and off-line behavior of donors and constituents.

    Ideally, the nonprofit would like to combine the data from the SMS provider into its CRM solution to get a full, comprehensive understanding of its constituents. If the CRM provider has an open platform, the solution is simple. The CRM provider's network of partners may already have developed an integration between the two applications. If an integration hasn't been developed yet, there are usually plenty of developers ready and willing to create one.

  2. Creation of better solutions
    The foundation provided by open platforms gives access to more people who can add, improve, and expand on the platforms. As the community of developers begins to collaborate, exchange ideas, and build specific solutions, the better the solutions become. Open platforms give nonprofits a team of motivated developers working for them to create solutions more quickly that better meet their needs.

  3. Cost-effectiveness
    Many nonprofit organizations have multiple vendors for multiple systems and often must pay for expensive custom integration. Open platforms provide a cost-effective approach to custom application development and data integration. Chances are that if one nonprofit is using a particular system, another organization is using it, too. And if one nonprofit needs an integration, chances are that another can use it, too. An open platform establishes a forum to make these applications readily available to help nonprofits save time, run more efficiently, and focus more on raising money and less on technology.
An open platform is only as good as its network of partners, however. Without partners developing integrations and adding functionality and features, an open platform sits idle and is of little value.

The goal of an open platform is to help nonprofits reach supporters in new and unique ways, including the use of rapidly growing Web 2.0 sites. In order to do this effectively, nonprofits need to unite constituent information from multiple applications into a single, interactive donor management solution. The right open platform should enable organizations to integrate their donor management solution with their call center applications, e-commerce solution, mobile solutions, Web site management system, and their data and analytics solution. Integrations across these various solutions provide nonprofits with the comprehensive information needed to serve their constituents and missions best.

Backed by a network of partners working to create a catalogue of solutions, nonprofit organizations will not only understand but also reap the benefits of open platforms.

Jeane Chen, Ph.D., Kintera
© 2007, Kintera®, Inc.

Jeane Chen is executive vice president of engineering for Kintera®, Inc. Kintera provides software as a service to help organizations quickly and easily reach more people, raise more money, and run more efficiently. The technology platform features a social constituent relationship management (CRM) system, enabling donor management, e-mail and communications, Web sites, events, advocacy programs, wealth screening, and accounting. In addition, the company also has an open applications integration platform that enables clients and partners to integrate with the Kintera technology platform.