National Tropical Botanical Garden
National Tropical Botanical Garden
Kalaheo HI | IRS ruling year: 1965 | EIN: 52-6057064
Organization Mission
To enrich life by perpetuating tropical plants, ecosystems, and cultural heritage.
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Kalaheo HI | IRS ruling year: 1965 | EIN: 52-6057064
Organization Mission
To enrich life by perpetuating tropical plants, ecosystems, and cultural heritage.
Great
This charity's score is 100%, 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, weighted as follows: 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.
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Results. The historic rating mainly reflects a version of today’s Accountability and Finance score. More information on our previous rating methodologies can be found on our rating methodology page.
Date Published | Overall Rating | ||
9/1/2021 | |||
6/1/2020 | |||
5/1/2019 | |||
6/1/2018 | |||
8/1/2017 | |||
6/2/2016 | |||
4/1/2016 | |||
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
8/1/2015 | |||
5/1/2014 | |||
6/1/2013 | |||
4/1/2012 | |||
9/20/2011 | |||
6/1/2011 | |||
7/1/2010 | |||
8/1/2009 | |||
6/1/2008 | |||
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5/1/2004 | |||
10/15/2002 | |||
4/15/2002 |
Score
Most Recent Fiscal Year:
FY 2022
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
Learn more
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. We check to see that a majority of board members are identified as independent on their tax form.
Source: IRS Form 990
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. For most organizations, we check to see if the organization has at least three independent board members. For large, donor-funded organizations, we check to see if the organization has at least five independent board members
Source: IRS Form 990
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
Total Revenue Amount | Expectation to Receive Credit |
$2 million or higher and 40% or higher donor support | Expected to complete an audit and have an audit oversight committee |
$1 million or higher | Expected to complete an audit |
$500,000 - $1 million | Expected to complete an audit, review, or compilation |
Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
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 — also can seriously call into question a charity's financial integrity. We review the charity's most recent IRS Form 990 to see if the charity has reported any diversion of assets.
Source: IRS Form 990
Charity Navigator looks for a website on the IRS Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
Charity Navigator looks for the existence of a conflict of interest policy on the IRS Form 990 as an accountability and transparency measure.
This 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, director and/or key employee of the organization.
Source: IRS Form 990
Charity Navigator looks for the existence of a whistleblower policy per the IRS Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Charity Navigator looks for the existence of a document retention and destruction policy per the IRS Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Charity Navigator looks to confirm on the IRS Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
For almost all charities, we check the charity's IRS Form 990 to see if it discloses that the Form 990 is available on the charity's website. As with the audited financial statement, donors need easy access to this financial report to help determine if the organization is managing its financial resources well.
Source: IRS Form 990
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent IRS Form 990). This ratio is an indicator of an organization's solvency and/or long-term sustainability.
Source: IRS Form 990
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three IRS Forms 990). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
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 up to five of this organization's highest compensated employees. 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
Janet L Mayfield, Ceo & Director
$151,990
Tamara A Rollins, Cfo
$106,341
Heather George, Director Of Philanthropy
$105,616
Charles R Chipper Wichman Jr, President
$68,963
Devon Angelini, Trustee
$0
Source: IRS Form 990 (page 7), filing year 2022
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
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 (National Tropical Botanical Garden) or EIN (526057064) in the 'Search Term' field.
Not Currently Scored
National Tropical 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.
Not Currently Scored
National Tropical 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.
Score
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
To enrich life by perpetuating tropical plants, ecosystems, and cultural heritage.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
A sustainable future where flourishing relationships are restored between plants, people, and places.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Biocultural Conservation & Science: we will center our communities and integrate Indigenous knowledge in conservation practices that protect plants, restore ecosystems, and perpetuate culture.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Horticultural Excellence & Stewardship of Living Collections: we will steward diverse, flourishing gardens that offer connection to the world of tropical plants and support conservation efforts.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Three: Deepen people's relationship with plants through education and public engagement: we will inspire understanding, appreciation, and empathy for plant life.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
Covered trainings, conferences, and other programs support a wide array of staff across the organization. Our Science and Conservation Program has supported multiple staff in their Masters and PhD programs. Two staff recently received their PhDs.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
This organization mobilizes for mission in the following ways:
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
What are this organization’s external mobilizaton efforts?
NTBG has strong partnerships with many conservation organizations, state agencies, and networks to advance collective priorities for species preservation and biocultural restoration. Our staff actively engage in thought leadership activities in associated industries, circles, and movements. This includes the American Public Gardens Association, Botanic Gardens Conservation International, and the Laukahi Network. We steward messaging across communication channels to raise awareness for our mission and deepen relationships with plants. NTBG engages in community building and training through educational programming, resource development, and collaboration with University of Hawaiʻi and Florida International University. We routinely advocate for cause-related issues. Recently, we have been part of the Green Fee Coalition in Hawaiʻi advocating for funding structures that bolster conservation in the state.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Our organization completed our 2023-2027 strategic plan this past year, which crystallizes our commitment to biocultural conservation. This is a progressive approach that integrates Indigenous knowledge and centers our communities in conservation efforts, leading to lasting change for our shared environment. This approach recognizes the growing understanding that environmental and social issues are completely interconnected, as are nature and humanity.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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