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Ft Lauderdale FL | IRS ruling year: 1979 | EIN: 59-1709542
The mission of the Museum of Discovery and Science (MODS) is to provide experiential pathways to lifelong learning in science for children and adults. Originally ope ... (More)
The mission of the Museum of Discovery and Science (MODS) is to provide experiential pathways to lifelong learning in science for children and adults. Originally opened in 1977 as the Discovery Center, MODS serves more than 400,000 visitors each year and is the primary destination for school field trips in Broward County (serving approximately 90,000 students on school-sponsored field trips). Visitors explore the impressive 145,000 SF facility and discover an open-air grand atrium, 30 interactive permanent exhibits, quarterly traveling exhibits, an outdoor science park, a live animal collection, a schedule of science shows, demonstrations, lectures and special presentations in the 100-seat Keller Science Theater, a large array of programs designed to serve diverse audiences, well as a full menu of educational documentary and cutting-edge films in the 300 seat IMAX Theater. (Less)
Great
This charity's score is 93%, 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: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. 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.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 12/1/2020 | 2019 | 91.60 | |
| 8/1/2019 | 2018 | 92.47 | |
| 8/1/2018 | 2017 | 96.64 | |
| 12/1/2017 | 2016 | 85.58 |  |
| 11/1/2016 | 2015 | 84.73 | |
| 6/1/2016 | 2014 | 86.02 | |
| Rating Version: 2.0 | |||
| 10/1/2015 | 2014 | 84.34 | |
| 12/22/2014 | 2013 | 84.87 | |
| 9/1/2013 | 2012 | 84.65 | |
| 6/1/2012 | 2011 | 79.38 |  |
| 9/20/2011 | 2010 | 88.20 | |
| Rating Version: 1.0 | |||
| 11/24/2010 | 2009 | 91.89 | |
| 10/1/2009 | 2008 | 92.44 | |
| 6/1/2008 | 2007 | 92.67 | |
| 6/1/2007 | 2006 | 88.12 | |
| 9/1/2006 | 2005 | 84.12 | |
| 6/1/2005 | 2004 | 78.25 | |
Museum of Discovery and Science has earned a 92% 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. More recent filing data is available, but it has not been factored into this score, due to COVID-19's effect on this organization.
Rating update postponed due to COVID-19's impact on this organization. View Museum of Discovery and Science's response.
Learn more
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 - 2.29% - 10/10 ptsLiabilities to Assets Ratio - 2.29% - 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 - 2.62 years - 7.5/10 ptsWorking Capital Ratio - 2.62 years - 7.5/10 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 - $0.15 - 7.5/10 ptsFundraising Efficiency - $0.15 - 7.5/10 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 - 8.40% - 10/10 ptsAdministrative Expense Ratio - 8.40% - 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 - 7.00% - 10/10 ptsFundraising Expense Ratio - 7.00% - 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 - 84.50% - 10/10 ptsProgram Expense Ratio - 84.50% - 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 - 3.40% - 5.41/10 ptsProgram Expense Growth - 3.40% - 5.41/10 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
Joseph Cox, President, CEO
$218,015 (2.15% 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 2021
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Museum, zoo, planetarium, etc. (BMF activity code: 060)
Historical site, records or reenactment (BMF activity code: 062)
Community center (BMF activity code: 296)
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Museum of Discovery and Science) or EIN (591709542) 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.
Museum of Discovery and Science reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Staffing
Balance Sheet
How COVID-19 impacted the organization's operations financially:
The Museum (MODS) closed on March 13, 2020 due to County executive orders. We reopened for a short time in June and July but closed again as the public was not ready to return. We reopened on weekends in December and fully reopened in January 2021. We have now returned to 7 days per week operations and are currently at 88% of pre-COVID attendance. Earned revenue from admissions and IMAX was significantly impacted. Philanthropy remained on budget due to long-standing donors. Operationally we received two PPP loans and a Shuttered Venue Operator Grant from the Small Business Administration, Employee Retention Credits and small CARES grants from our state and county to cover expenses. 60% of staff were furloughed or terminated; to date, we are at 92% of pre-COVID staffing. Through a cost control plan developed by Museum leadership and Trustees we reduced our budget from $8.5 to $5.4 million, coming out of the worst of COVID strong financially and operationally.
How COVID-19 impacted the organization's delivery of programs:
MODS immediately created and distributed a robust array of virtual programming. We filmed 210 educational videos and distributed them free across MODS’ social media platforms, with 1.5+ million views to date. We responded to Broward Public Schools’ need for distance learning by developing an 8-week MODS Challenge for grades PreK-12 and Wise Bodies, a 12-part video curriculum for high school students and teachers. We developed a virtual program for isolated seniors in partnership with the Area Agency on Aging. We implemented MODS PODS, a free on-site e-learning program including meals for youth in grades K-5 for families receiving SNAP benefits. We deployed the STEMobile, our new museum on wheels, delivering programs to 30,000+ in the first 10 months, 86% free for at-risk youth. And we pivoted on-site events to free, virtual presentations, including Pride Day, Asian Pacific-American Heritage Celebration, Distinguished Speaker Series and Eye of the Storm hurricane preparedness.
How this organization adapted to changing conditions caused by COVID-19:
We model what we teach: creativity, critical thinking, teamwork, adaptability and leadership. MODS quickly adapted from relying on a physical space to executing a spectacular offering of virtual programs and events viewed 1.5+ million times. Admission is limited to ensure social distancing and advance online ticket purchases are encouraged. Guests ages 2+, including those vaccinated, are required to wear a mask per CDC guidelines. We implemented enhanced cleaning protocols during operating hours including electrostatic spraying; well-loved exhibit items are replaced regularly. IMAX seating was limited at first to 25% and has now returned to full capacity. Food service in our café is limited to pre-packaged snacks and sandwiches. To help our community we provided free admission to first responders and active military and their families and developed a virtual program for isolated seniors. We continue to monitor federal, state and county orders to respond to changing conditions.
Innovations the organization intends to continue permanently after the pandemic:
The expansive reach of virtual programming will continue to augment the Museum’s on-site programs, exhibits and events. Eye of the Storm, our hurricane preparedness event in partnership with the International Hurricane Research Center at Florida International University, garnered 96+ million views and impacted states beyond Florida. Plans for virtual Wise Bodies includes training staff at other Florida museums to implement the series in their communities. The STEMobile, our museum makerspace on wheels, was created during the height of COVID. Our goal of 40,000 served annually will be surpassed in Year 1, with donor support ensuring that 90% of programs are delivered free to at-risk schools and non-profit youth agencies. In response to the closing of Broward’s only dedicated children’s museum, MODS has initiated a capital campaign to construct a new 6,000 sq. ft. early childhood gallery, ensuring that children impacted by COVID can continue to engage in lifelong learning at MODS.
Not Currently Scored
Museum of Discovery and Science 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.
Learn More
Museum of Discovery and Science reported its three largest programs on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
Collections & Exhibits
Spent in most recent FY
Percent of program expenses
Theater & Visitors
Spent in most recent FY
Percent of program expenses
Educational Programs
Museum of Discovery and Science has earned a 100% 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
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
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.
All community members - children, adults, teens, seniors; teachers; partners (non-profit, university, social service, etc.); donors; school district administrators.
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), Paper surveys, 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 - and making changes and improvements to programs and services - tells the people we serve that their opinions and ideas matter and that we value their feedback in order to provide the best learning experience possible.
What challenges does your organization face in collecting feedback from the people you serve?
We don't have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
When the pandemic hit in March 2020, Broward County Public Schools (BCPS) realized it had a lack of virtual educational STEM programming for its students. BCPS' Department of Applied Learning reached out to the Museum and we quickly developed the MODS Challenge, an 8-week curriculum for grades PreK-12 that involved STEM project-based challenges, reading materials, activity guides and in-home streaming of IMAX documentary films. The MODS Challenge was available through the Museum's website as well as through BCPS' Learning Never Closes portal.
Equity Practices - Data Available - 100/100 ptsEquity Practices - Data Available - 100/100 pts
70% of beacon score
This organization's score of 100 is a passing score. The organization reported that it is implementing 13 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 (7/7) | |
|---|---|
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 (6/7) | |
|---|---|
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. | |
Museum of Discovery and Science 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
The mission of the Museum of Discovery and Science (MODS) is Connecting People to Inspiring Science. MODS fulfills its mission by delivering programming through four major educational content pillars: Early Childhood Education, Environmental Sustainability, Health & Wellness and Physical Science. The Museum has been awarded the 4-STAR EXCEPTIONAL RATING on Charity Navigator, the highest rating obtainable, placing MODS in the category of charities which “exceed industry standards.” MODS is also recognized with the PLATINUM SEAL from GuideStar for transparency in reporting financial results. MODS has been accredited by the American Alliance of Museums for over 30 years. Only 3% of science museums nationwide receive this mark of distinction for excellence.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
The Museum’s vision is a society where people of all ages engage with science and discovery to strengthen our community. To achieve its mission and fulfill our vision, MODS embraces six enduring values: DISCOVERY through inquiry-based lifelong learning experiences; INCLUSIVITY in which equity and access are vital to success; COLLABORATION in pursuit of mission-based public and private partnerships; CREATIVITY where art and science combine through discovery and open-ended exploration that fosters imagination; EDUCATIONAL as an inspirational force for informal science in our community and; VISITOR FOCUSED fostering a warm, inviting and welcoming atmosphere with layers of learning for children and adults.
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: Engage Our Community & Expand Our Impact • Refresh early childhood education • Boost resiliency to the impact of climate change • Optimize diversity, equity, accessibility and inclusion (DEAI)
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Two: Ensure Financial Stability • Increase and diversify our sources of financial support, strengthening our institution and its economic impact on our community.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Three: Drive Workforce Development • Impact future career paths through exposure to south Florida’s top industries. • Incorporate emerging technology and experiences to shape our community’s workforce.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
MODS continued to invest in leadership development during COVID. The Museum paid for 15 staff from all departments to attend sessions of the Association of Science-Technology Centers Virtual 2020 Annual Conference in October 2020. The conference was entitled “New Frontiers in Science, Technology, Learning and Community Engagement Toward a More Equitable Tomorrow.” Staff also attended the 2021 American Alliance of Museums Virtual Conference in June 2021 entitled “Resilient, Together.” Both conferences strengthened staff’s leadership skills by presenting relevant topics in the museum field. Other opportunities during the past 12-18 months included skill development through training on the Museum’s new Blackbaud cloud software and participation in paid online Creative Engineering courses led by Mark Rober, former NASA engineer and inventor at Apple.
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
Policy Advocacy
Collaboration is an enduring value of MODS. The Museum works with dozens of organizations, universities and non-profits to develop educational initiatives and workforce opportunities including Broward County Public Schools, Florida International University, Florida Atlantic University, Children’s Services Council and Early Learning Coalition, to name a few. Our 2020-2025 Strategic Plan and Inclusivity Initiative were developed with thought and community leaders from across the region. Students with disabilities from Arc Broward prepare food for our Café. On a national level we partner with GlaxoSmithKline and the Franklin Institute to deliver science to at-risk youth. Our CEO sits on the national board of the Association of Children’s Museums setting and sharing policies for the museum field. We raise awareness of our mission through 400,000 annual visitors, 68,000 email subscribers, 44,800 followers on Facebook and Instagram and 428,400 unique users annually on our webpage.
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.
COVID, of course, and its impact on Museum visitation and programming was the greatest external change and challenge in the last year. Major financial decisions were made immediately by the Museum’s Leadership team and Trustees. A cost control plan was developed, reducing our budget from $8.5 to $5.4 million, reducing staff by 60%, reaching out to long-standing donors who responded in force, applying for loans and grants from the Small Business Administration and CARES Act grants. Food, medicines and supplies for the Museum’s live animals were pre-purchased in case of failure in the shipping and supply chain. A massive cleaning effort was undertaken by staff including replacement of a/c filters, carpet cleaning and electrostatic spraying of exhibit areas and IMAX theater. Virtual programs were developed in partnership with an extensive list of donors including Broward Public Schools, Save Our Seas Foundation, International Hurricane Research Center, Community Foundation of Broward and AIDS Healthcare Foundation, including a virtual ribbon cutting for our new Sprouting STEM Early Childhood Learning Lab powered by PNC Grow Up Great. Virtual Professional Development Workshops attracted teachers from as far away as Hong Kong and Australia and virtual Educator Nights prepared teachers for their return to on-site field trips. Serving the needs of our community was at the forefront of our response in the last year. Accessibility initiatives were expanded including free admission for active military and first responders and their families, programs for the LGBTQ+ and autism community, a donor-funded e-learning program (with meals and aftercare) for at-risk children in grades K-5 whose families receive SNAP benefits and free or discounted admission for low-income families and social service agencies. Through solid leadership and decision-making MODS adapted to external changes and emerged strong by addressing the educational and cultural needs of its community.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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