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Des Moines IA | IRS ruling year: 1970 | EIN: 42-0540765
In pursuit of the mission "exploring, explaining, and celebrating the world of plants," the Greater Des Moines Botanical Garden provides a major horticultural and ed ... (More)
In pursuit of the mission "exploring, explaining, and celebrating the world of plants," the Greater Des Moines Botanical Garden provides a major horticultural and educational center with exceptional gardens, plant collections, and programs in order to promote the deep connections between people and plants, and to help create a more beautiful and sustainable world. (Less)
Great
This charity's score is 96%, 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: 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.
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Greater Des Moines Botanical Garden is outdated and the overall rating may not be representative of its current operations.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.
Greater Des Moines Botanical Garden has earned a 95% 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 2020, which is the most recent Form 990 currently available to us.
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Full Credit
Partial Credit
No Credit
Not Applicable
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:
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| 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.
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| 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) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) | |
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) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 4.39% - 10/10 ptsLiabilities to Assets Ratio - 4.39% - 10/10 pts
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
Working Capital Ratio - 5.38 years - 10/10 ptsWorking Capital Ratio - 5.38 years - 10/10 pts
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
Fundraising Efficiency - $0.08 - 10/10 ptsFundraising Efficiency - $0.08 - 10/10 pts
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
Administrative Expense Ratio - 7.10% - 10/10 ptsAdministrative Expense Ratio - 7.10% - 10/10 pts
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
Fundraising Expense Ratio - 4.20% - 10/10 ptsFundraising Expense Ratio - 4.20% - 10/10 pts
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
Program Expense Ratio - 88.50% - 10/10 ptsProgram Expense Ratio - 88.50% - 10/10 pts
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
Program Expense Growth - 4.36% - 4.36/10 ptsProgram Expense Growth - 4.36% - 4.36/10 pts
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
Stephanie Jutila, President, CEO
$108,796 (3.42% 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 2020
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
Activities:
Other school related activities (BMF activity code: 059)
Gifts, grants, or loans to other organizations (BMF activity code: 602)
Foundation Status:
Organization that normally receives no more than one-third of its support from gross investment income and unrelated business income and at the same time more than one-third of its support from contributions, fees, and gross receipts related to exempt purposes. 509(a)(2) (BMF foundation code: 16)
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 (Greater Des Moines Botanical Garden) or EIN (420540765) 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.
Greater Des Moines Botanical Garden reported being impacted by COVID-19 in the following ways:
Program Delivery
Revenue
Staffing
Balance Sheet
How COVID-19 impacted the organization's operations financially:
At the peak of the pandemic (3/15/20- 11/30/20), the Garden experienced a $728,250 revenue loss, 35% members loss, and an approximate 74,000 decrease in visitations from general admissions. The Garden reduced all operating expenses to as low a level as possible to manage liquidity, including staff furloughed 20%.
How COVID-19 impacted the organization's delivery of programs:
The Botanical Garden closed its doors to the public for 100 days in 2020. During this time, and the subsequent time spent social distancing, programs and events were either cancelled or shifted to online, virtual platforms.
How this organization adapted to changing conditions caused by COVID-19:
Programs and events, including annual fundraisers, were shifted to online platforms and virtual delivery methods, including virtual concert series, free online catalog of horticulture activities to do at home, online wellness series classes (yoga, meditation, etc.), and virtual STEM curriculum for teachers students at schools conducting remote or hybrid classrooms. Operationally, upon re-oping after COVID-19 closures, certain safety measures and protocols were enacted to keep guests and staff safe, including a mask mandate, daily cleaning, and creating plexiglass barriers between guests and staff. The Garden also created a work from home environment, which allowed for rotation of staff to work on-site, thus reducing the number of staff in the office at the same time.
Innovations the organization intends to continue permanently after the pandemic:
Virtual program delivery methods proved successful in reaching new, diverse audiences and increasing accessibility by reducing access barriers (i.e. financial or transportation). Coming off the heels of COVID-19, certain virtual programs have continued, including the popular Plant Fact Friday, as well as allowing guests to join lectures or workshops via Zoom. The Garden is proud to have launched the Plant Pet Program during COVID-19 to support local schools in STEM education. This program offers teachers ready-to-go tools for both online and in-person lessons aligned with Next Generation Science Standards. This program will continue for the foreseeable future, with plans to expand to additional schools in the coming year.
Not Currently Scored
Greater Des Moines Botanical Garden 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.
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Greater Des Moines Botanical Garden reported its largest program on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
THE GREATER DES MOINES BOTANICAL GARDEN (THE GARDEN), A NON-PROFIT CORPORATION, IS DEDICATED TO EXPLORING, EXPLAINING AND CELEBRATING THE WORLD OF PLANTS. BEYOND THE BEAUTY AND INSPIRATION OF ITS URBA ... (More)
THE GREATER DES MOINES BOTANICAL GARDEN (THE GARDEN), A NON-PROFIT CORPORATION, IS DEDICATED TO EXPLORING, EXPLAINING AND CELEBRATING THE WORLD OF PLANTS. BEYOND THE BEAUTY AND INSPIRATION OF ITS URBAN SETTING, THE GARDEN IS DEDICATED TO CREATING SIGNATURE, MEMORABLE EXPERIENCES THROUGH PROGRESSIVE GARDEN DESIGN AND INNOVATIVE PROGRAMMING. PEOPLE, PLANTS, AND PASSION ARE THE FOCUS OF THE GARDEN. BY EDUCATING AND ENRICHING THE LIVES OF GUESTS, THE GARDEN PROVIDES A VALUABLE RESOURCE FOR THE COMMUNITY AND FORGES PARTNERSHIPS STRONGER THAN THE SUM OF EACH INDIVIDUAL PART. SINCE 2011 WHEN THE BOTANICAL GARDEN EVOLVED OUT OF THE FORMER FRIENDS OF THE DES MOINES BOTANICAL CENTER, INC. MORE THAN $20.6 MILLION HAS BEEN RAISED THROUGH A MULTI-PHASED CAPITAL CAMPAIGN. THE MULTI-PHASED CAPITAL CAMPAIGN FUNDED THE FIRST SEVEN ACRES OF OUTDOOR GARDENS AND UPDATES TO THE ORIGINAL 1979 FACILITY, INCLUDING REPLACING ALL PANELS AND ASSOCIATED HARDWARE ON THE GEODESIC CONSERVATORY. IN JANUARY 2013, THE GREATER DES MOINES BOTANICAL GARDEN ASSUMED THE LEASE FOR THE 14 ACRE PROPERTY, TAKING ON THE LEADERSHIP OF THE OPERATION FOLLOWING 34 YEARS OF MUNICIPAL LEADERSHIP. SINCE THE TRANSITION IN LEADERSHIP, THE BOTANICAL GARDEN HAS WELCOMED MORE THAN 875,000 VISITORS AND ENGAGED MORE THAN 48,000 PEOPLE THROUGH OUR MISSION DRIVEN EDUCATIONAL PROGRAMS. OUR ORGANIZATION CONTINUES TO GROW STEADILY, WORKING DILIGENTLY TO GROW OUR INSTITUTION'S CAPACITY AND IMPACT IN BALANCED WAYS. TO THAT END, THE GREATER DES MOINES BOTANICAL GARDEN IS LAYING THE ROAD MAP FOR FUTURE SITE DEVELOPMENT AND PROGRAM DEVELOPMENT, TO EMBRACE THE FULL 14 ACRES OF LEASEHOLD AND MAGNIFY OUR MISSION TO POSITIVELY IMPACT OUR COMMUNITY. (Less)
Greater Des Moines Botanical Garden 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.
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Greater Des Moines Botanical Garden 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.
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Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Exploring, explaining and celebrating the world of plants.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
The Greater Des Moines Botanical Garden is a vibrant, twelve-acre public garden in the heart of downtown Des Moines, providing an enduring guest experience through progressive design, innovative programming and dynamic exhibits. We are: Educational: Our commitment to literacy is rooted in the belief that education is a lifelong pursuit. Cultural: We believe the fusion of art and horticulture provide a venue for meaningful, memorable experiences. Innovative: As explorers, we curate dynamic collections with application to both industry and community. Ecological: As ecological stewards we embrace the challenges and opportunities of environmental changes.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Enhance & Expand Spaces: As part of the 4 year strategic plan, the Garden will prepare for and implement the Site Master Plan, including developing additional acreage and completing facility repairs.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Increase Diversification & Relevance: As part of the 4 year strategic plan, the Garden will experiment with expanded access, educate/train board, staff, and volunteers, implement changes to policy.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: Strengthen Organizational Capacity: As part of the 4 year strategic plan, the Garden will assess and update goals and processes related to HR, marketing, and fundraising.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
The Greater Des Moines Botanical Garden invests time, money, and resources into leadership development for all staff. A recent example includes the Garden receiving grant funding for the CEO and Chief Advancement Officer to participate in ArtEquity training. Since then, steps have been taken with Diversity, Equity, and Inclusion practices for internal operations, procedures, and programs. The Botanical Garden is also a member of the American Public Gardens Association (APGA), a leading professional organization for the field of public horticulture. APGA provides connection to a national network of public gardens and a plethora of resources, including conferences, trainings, and professional development opportunities. APGA is a valuable resource available for all Garden staff. The Garden was recently accepted into the APGA Inclusion, Diversity, Equity, and Accessibility Pilot Program, which began May 2022 and is a one-year program that teaches inclusion practices at public gardens.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
The Greater Des Moines Botanical Garden has been a staple in the Des Moines community since opening our doors in 2013. The Garden uplifts its’ mission through strategic partnerships, collaborations, and community engagement. The Garden collaborates with local municipalities, including the City of Des Moines, in which a new long-term contract was recently established detailing a shared vision and investment in the land and community; and with Des Moines Water Works, in which a five-year partnership expansion will focus on enhanced education and the roles plants play in clean water. The Garden partners with 50+ local agencies through the We Grow Together program, which provides connection to local organizations that work with underserved individuals through unique programs and free admission. The Garden relies on the support of over 400 volunteers annually to serve as ambassadors for the Garden, who can connect with community through a variety of programs, events, and activities.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Vital to our mission and commitment to the community is increasing accessibility and providing equitable opportunities through arts and culture at the Garden. Coming off the heels of COVID-19, the Garden has witnessed an increased need for accessibility and, thus, has developed innovative approaches in attracting new audiences with a focus on reducing barriers related to income, time, and transportation. The Greater Des Moines Botanical Garden has offered free admission programs in various capacities since 2013, but more recently, developed the Pineapple Program (pineapple being a symbol of hospitality and welcome) to encompass all free admission programs and meet the community's evolving needs. The Pineapple Program currently includes Museums for All (free admission with EBT/WIC card), Iowa Libraries Adventure Pass (free admission with a pass from 26 metro libraries), Community Days (free admission on four holidays), and Community Membership (free admission for organizations working with underserved individuals). Last year, the Garden provided over 13,000 free admissions to children and families who otherwise may not have the opportunity to experience the Garden, learn about the fascinating world of plants, engage with nature, and connect to community. Beyond financial limitation, the Garden expanded hours of operation through the Dome After Dark program, which offers a unique evening experience at the Garden during the winter months. This program welcomes guests to explore the geodesic domed conservatory, offering a tropical setting during the cold Iowa winter. To reduce transportation barriers, the Garden developed the Plant Pet Program to meet schools where they are at – through ready-to-go lessons, teachers are equipped with the curriculum and materials to teach STEM education in the classroom or via virtual learning. This methodology eliminates transportation barriers for students at low-income schools and brings the Garden right into the classroom!
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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