Gsologo

 

Facebook Okc Logo Twitter _okc _logo

Myriad Gardens Foundation
301 W Reno Ave
Oklahoma City OK 73102
Download Full Profile
Download Summary Profile
Tax Exempt Status Public Supported Charity
Organization Does Business As (DBA) Name(s)
Organization DBA
Myriad Botanical Gardens
Mission Statement
The Myriad Gardens Foundation is a 501(c)(3) nonprofit organization which supports the Myriad Botanical Gardens by providing capital and operating funds, increasing public awareness and support and promoting the highest of horticulture, education and administrative standards.
Website http://www.myriadgardens.org
Contact Information
Contact Name Susan Grossman
Contact email sgrossman@myriadgardens.org
Address 301 W Reno Ave
Oklahoma City, OK 73102
Phone (405) 445-7080
County Oklahoma
Alternate Address 123 South Hudson
Oklahoma City OK 73102
Alternate Phone 405 445-7090
How to Give
Donate with Credit Card http://www.myriadgardens.org/index.php?support-the-gardens
Donate to Endowment http://occf.org/mgf/
Other ways to donate, support or volunteer
Ways to Donate:
1. Mail a Check:  301 West Reno, Oklahoma City, OK  73102
2. By phone:  405-445-7080; 405-445-7089
3. Online at www.myriadgardens.org
 
Volunteer Opportunties:
We have lots of fun and short term volunteer opportunities to lend a hand and help keep the gardens growing.  Opportunities including: leading tours, helping with education classes, horticulture and more.  For more information, please contact our  Director of Volunteer and Guest Services:  405-445-7087, tlee@myriadgardens.org
Financial Summary
 
 
Projected Revenue $4,074,410.00
Projected Expenses $4,074,410.00
History and Background
Former Names
NameYear
NA
Supported Organization Myriad Gardens Foundation
Year Founded 1987
IRS Ruling Year 1987
Registered with the Secretary of State?HelpAll 501(c)(3) nonprofits in Oklahoma who accept contributions must register with the Secretary of State each year. Churches, schools, member-based orgs are exempt. www.sos.ok.gov/charity Yes
State Registration Expiration Jan 2017
Statements
Mission
The Myriad Gardens Foundation is a 501(c)(3) nonprofit organization which supports the Myriad Botanical Gardens by providing capital and operating funds, increasing public awareness and support and promoting the highest of horticulture, education and administrative standards.
Background
The Myriad Botanical Gardens opened officially in 1988 with the support of visionary Dean McGee and the City of Oklahoma City.  It had been managed by the City of Oklahoma City until 2011 when the Myriad Gardens Foundation, a 501(c)(3) nonprofit took on the management of the Gardens.
Thanks to tax increment funds from the Devon Tower construction, more than $40 million was invested in the redesign and construction of the Myriad Gardens. The goal was to make it more accessible, add features to make it a more desirable site to visit and enjoy, and to help make the Gardens part of revitalizing downtown Oklahoma City by building a truly world-class urban garden and park. The newly designed Gardens have helped to build the Gardens fundraising and earned income capacity ensuring that necessary funds are available to support the increased expenses of programming and managing the Gardens and new facilities.  The new garden/park opened officially in October 2011. In 2015 the Gardens was awarded the Best Open Space Award by the Urban Land Institute and also won the ONE Award as best  nonprofit for 2015 by the Oklahoma Center for Non-Profits.
Impact
Key Goals for FY2016-2017
1.  Expand and enhance our programs, exhibits and activities for all visitors to learn about and appreciate plants, gardens and environmental stewardship.
2.  Improve the vibrancy of downtown Oklahoma City for all ages and walks of life including: residents, students, families and tourists.
3.  Develop a culture to foster best environmental practices throughout the organization.
4.  Adhere to the highest level of integrity and professionalism in all employee positions.  Create an organization that supports and encourages the highest levels of achievement for staff.
5.  Ensure that the Gardens has adequate and stable financial resources to fulfill its mission.
Needs
Complete a 5 year strategic plan
Execute education/community programs as per the strategic plan
Prepare for launching a $16 million dollar capital campaign
Use campaign funds to update interior/exhibits inside Crystal Bridge, create a high quality Visitor Lobby, continue to enhance horticultural displays; and grow our endowment.
Adhere to best practices in all areas of management to grow the Myriad Gardens Foundation to be a highly functional team that manages the Myriad Botanical Gardens with successful programs and a strong and sustainable financial underpinning.
CEO/Executive Director Statement
The Myriad Botanical Gardens is a world class example of landscape design that has something for everyone.  It is a unique combination of a public garden and public park with seasonal spaces and facilities for diverse audiences to enjoy.  In its downtown location, it serves as a gathering site for large celebrations and events such as Shakespeare in the Park, summer concerts and many other educational, cultural and recreational events and programs.  Its green spaces serve as an oasis in the city for relaxation, and its lush landscaping offer beauty and a lesson in what plants grow well in Oklahoma.  The Crystal Bridge Tropical Conservatory serves as the repository of more than 2,000 species of tropical plants and its distinctive tubular shape has become an icon for Oklahoma City.  The Gardens is a highly visible success story in terms of taking a deteriorating site and enhancing it to become a new and vibrant destination for residents and tourists alike.
Area Served
Area Served
Geographic Area Served
Oklahoma - Statewide
The Myriad Gardens primarily serves central Oklahoma but has a membership base from the central U.S. Additionally, the Gardens enjoys an annual national and international visitors.
Service Categories
Primary Organizational CategoryHelpAs defined by the National Center for Charitable Statistics, organizational categories are linked to the National Taxonomy of Exempt Entities (NTEE) coding system. (http://nccsdataweb.urban.org) Environment/Botanical Gardens & Arboreta
Secondary Organizational Category Arts,Culture & Humanities/Community Celebrations
Tertiary Organizational Category Public & Societal Benefit/
Programs
Bringing Books to Life
Description
This program is offered to elementary-aged children so they can come to the Crystal Bridge, tour the tropical plant collection, learn about how tropical plants grow, and how they interact with their unique environment.  The program also educates children on the importance of rain forest ecology and the health and preservation of rain forests as the rain forests and tropical plants supply the world with edible plants, medicinal plants, building materials and more.  The program is taught through tours, hands-on activities and worksheets.
BudgetHelpSome organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation.
Category HelpAs defined by the National Center for Charitable Statistics (NCCS), program classification codes are linked to the Nonprofit Program Classification (NPC) coding system. (http://nccsdataweb.urban.org) Environment, General/Other Botanical & Aquatic Gardens
Strategy
Population Served Children Only (5 - 14 years) Children and Youth (0 - 19 years) Infants to Preschool (under age 5)
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.
Children will to identify a few tropical plants - palms, ferns, banana trees, cocoa trees and several animals of the rainforest.  Children will learn what trees produce what crops and learn that these plants need specific climate and soil conditions to grow.  They will learn how this ecology is different from growing conditions in Oklahoma but like plants in their backyards, have similar needs for soil, water, air and sun to grow.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.
Ultimate results would be that youth gain an understanding of rainforest ecology (interaction of soil, climate, rainfall on how plants grow and develop), the importance of conservation of rainforest lands, and learn about important plants that come from the rainforest that supply us with food, spices, medicines and other important needs, i.e. bananas, cocoa,spices, coffee, etc.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact.
Program success is monitored by feedback from teachers and parents; by pre and post testing of knowledge about plants, rainforest plants and rainforest ecology.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success.
This program is very popular with regional schools that continue to sign up for the tour and program each year.  We have delivered this program to at least 5,000 children over the last 5 years.
Oklahoma Garden School
Description
This is a widely popular, annual day-long symposium featuring four garden experts.  The theme of the symposium varies each year with the 2016 program featuring how to design and maintain a garden in small spaces. This topic is very popular with individuals and businesses that have limited space for growing plants and creating a garden environment.
 
The program takes place in March and attracts over 300 participants from throughout the state with others participating from Arkansas, Kansas and Texas.
We bring in local speakers and several nationally-renowned speakers so Oklahoma residents can learn from and meet some of the country's top horticultural experts and authors of garden and landscape design books.
The program also helps the Gardens add to its membership with special pricing for members. The event helps the Gardens earn several thousand dollars of net revenue to support educational programs.
BudgetHelpSome organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. $20,000
Category HelpAs defined by the National Center for Charitable Statistics (NCCS), program classification codes are linked to the Nonprofit Program Classification (NPC) coding system. (http://nccsdataweb.urban.org) Employment, General/Other Employment, General/Other
Strategy
Population Served Adults Females Males
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.
Short-term success is registering minimal number of participants so the program is fully funded primarily by registration fees; attract new members who sign up to become members based on a member price; success is also based on compilation of results from evaluation forms that all registrants are requested to complete at the event.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.
The goal of the program is to help Oklahoma residents learn about what ornamental plants do best in this climate; learn successful design and cultivation techniques; foster a love and appreciation for plants and gardening; provide net revenue for the Gardens.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success.
Children's Garden Programs
Description
The Myriad Botanical Gardens has a separate children's garden which is divided into two distinct areas - a playground area and a garden area. In the garden area, we offer year-round free or low-cost programs primarily aimed at pre-k through 10 years old. These programs range from a summer book reading program where books are made available in the garden for children to read, coupled with a free storytelling schedule throughout the summer and fall months. We also offer a variety of hands-on activities in the children's garden - from arts and crafts that may include painting a pumpkin, making fresh fruit ice-cream, science-in-the-garden program, and exploring the Gardens with the new "Adventure Back-packs. These programs are offered almost daily in the summer months and on weekends at other times of the year.
BudgetHelpSome organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. $120,000
Category HelpAs defined by the National Center for Charitable Statistics (NCCS), program classification codes are linked to the Nonprofit Program Classification (NPC) coding system. (http://nccsdataweb.urban.org) Education, General/Other Extracurricular Activities
Strategy
Population Served Children Only (5 - 14 years) Families At-Risk Populations
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.
Short-term success is measured by how many children and families attend our programs; getting parents and children's feedback on the activities they participate in;  the number of children and families that attend and/or sign up for additional programs; and how many families become members are participating in our programs in the Children's Garden.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.
Our long term goal for the varied Children's Garden programming is primarily to instill in children an appreciation for, fascination with, and understanding of, the important role plants and gardens play in our daily life and the life of the planet. As we are also focusing on developing reading, science and math activities in the Children's Garden, our longer term goals also include helping children develop a love of reading and increasing their reading skills; and helping children develop basic math skills and an understanding of basic scientific inquiry. 
We also hope to provide families a place to spend quality time in a safe, beautiful and educational environment.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact.
We track by using forms how many people participate in a program; we track visitor comments and invite feedback onsite via a comment box, social media and evalution forms that are available after most programs.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success.
We have seen an increased number of children and parents attending our drop-in activities this summer and fall.  We are in the process of developing better tracking of numbers so we can develop better data on numbers of individuals served.  However, we have experienced a noticeable increase in families coming to our programs and in parents coming to the Garden to read books to their children in the Children's Garden.
Art in the Garden
Description
We are scheduling rotating art exhibits in our Visitor Lobby and outdoors in our Gardens.  The artwork includes photography, paintings and sculpture.
In 2012, we began this program with about 10 pieces of outdoor sculpture in the Gardens and we collaborated with the Oklahoma City Arts Council and the Read Earth Gallery to stage the pieces.  We have hosted many artists for exhibitions and have coordinated photography shows with local "at-risk" elementary schools such as Positive Tomorrows, Caesar Chavez and Mark Twain elementary schools.
BudgetHelpSome organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. $15,000
Category HelpAs defined by the National Center for Charitable Statistics (NCCS), program classification codes are linked to the Nonprofit Program Classification (NPC) coding system. (http://nccsdataweb.urban.org) Arts, Culture & Humanities, General/Other General Arts Presenting
Strategy
Population Served Adults Adolescents Only (13-19 years) Poor,Economically Disadvantaged,Indigent
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.
Short-term success is measured in visitor feedback on the artwork displayed; sales of artwork; how the exhibit has attracted a diverse audience; and press and publicity generated by the exhibit.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.
We hope that by offering quality year-round art exhibits it helps attracts a diverse audience to the Gardens; helps the Gardens become a cultural attraction as well as a horticultural and park attraction; helps educate all ages to develop an appreciation for plant, landscape and nature through artwork; helps the Oklahoma artist community by offering a quality venue where thousands of people can see their work; and helps the Gardens earn revenue through art sales.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact.
We monitor the program primarily through visitor feedback on the exhibit which is received through an onsite comment box, social media, website and e-mails to our staff.  We also measure the amount of press/publicity that the exhibit has garnered and the sales of artwork.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success.
The lobby exhibitions and outdoor artworks positively impact the visitor's overall experience during their visit to the Gardens. Artwork and crafts made especially for the Gardens' two annual festivals also add to the aesthetics and educational experience of visitors and participants.
Public Events
Description
The Myriad Botanical Gardens hosts several events, programs, and educational offerings throughout the year. These programs include festivals, summer movie nights, dancing, a wellness program (yoga, zumba, walking tours, meditation classes, diabetes workshops), moonlight bike rides, holiday events, and a variety of education classes and workshops.
 
BudgetHelpSome organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. $75,000
Category HelpAs defined by the National Center for Charitable Statistics (NCCS), program classification codes are linked to the Nonprofit Program Classification (NPC) coding system. (http://nccsdataweb.urban.org) Environment, General/Other Botanical & Aquatic Gardens
Strategy
Population Served Adults K-12 (5-19 years) Families
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.
The short term success is getting funding to purchase a professiona grade plant label engraver, purchase accompanying software for database records and fabricate labels for all of our outdoor collection by the end of 2013.
We anticipate the need to create approximately 250 different plant labels for our outdoor gardens.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.
The long term success will be visitors giving us feedback on plants that they learned about and saw at the Myriad Gardens made great selections for their home gardens or a community planting.  Other success measures will be visitor feedback on how helpful the labels are to see in the Gardens just for the general educational and intellectual satisfaction of knowing the names of a variety of plants that grow in this region.  We will also track success over the years by how many people visit the plant database we will have on-line.  Visitors can see plants growing here and access the on-line plant database via their computers or smart phones so they can learn more about them than just the label information.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact.
We will know that our program is working when all of the outdoor plants are labeled correctly and that visitors are looking at the labels, and best of all when they are taking notes on the plant names they are seeing since it indicates they may want to learn more about and/or use in their home landscapes.  We will ask visitors about the plant labels via on-line and on-site surveys and do the same for our plant data base when it is completed.  We anticipate tens of thousands of visitors each year will see the labels and many thousands will stop to learn the names of plants in our gardens.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success.
We will post information on the success of the plant labeling and plant database system as it is developed and offered to the public in 2013 given funding needs are met.
Disaster Programs
VOAD MemberHelpVOAD (Voluntary Organizations Active in Disaster) is a collaborative group of nonprofit and affiliated organizations that work together to effectively plan for and respond to disasters in a given region. No
Tornado Shelter
Description
The Gardens offers areas in its lower Crystal Bridge as a torndao shelter in case of weather emergencies.
Comments on Programs
CEO/Executive Director/Board Comments
We undertook the strategic planning process in early 2014.  A large part of this planning involves focus groups, on-line and on-site surveys and more to ask various audiences what kinds of programs and plant collections would they like to see us develop - and what kinds of programs would we be best at offering in this region.
We have to strategically plan for how we can offer programs for school groups, adults, families, tour groups, tourists and others that will be meaningful, successful and meet budget goals and fulfill our mission of offering horticultural education and making the Gardens a vibrant downtown attraction that also offers a mix of cultural, recreational and entertainment programs.
We continually research and monitor what similar organizations in urban areas do for a mix of programming for various audiences and ages and we adopt some of these ideas for use at the Gardens.
We especially invite feedback from all visitors and individuals involved in our programs to give us their ideas for the kinds of programs that they would like to see us undertake or improve.
CEO/Executive Director
CEO/Executive Director Maureen Heffernan
Start Date Sept 2011
Email mheffernan@myriadgardens.org
Experience
Maureen Heffernan's career positions have included:
Education Coordinator, American Horticultural Society
Director of Public Programs, Cleveland Botanical Garden
Executive Director, Coastal Maine Botanical Garden
Ms. Heffernan graduated from Fordham University and studied horticulture at Ohio State University.  She has completed the Oklahoma Center for Nonprofit's Standards for Excellence Clinic Series and is a 2013 graduate of Leadership Oklahoma City. 
Senior Staff
NameTitle
Charles DavisChief Financial Officer
Susan GrossmanDirector of Development
Matthew MalyDirector of Facilities
Debora MoreyDeputy Director and Acting Secretary
Leslie SpearsDirector of Marketing & Communications
Staff
Number of Full-time Staff 33
Number of Part-time Staff 14
Number of Contract Staff 0
Number of Volunteers 75
Staff Retention Rate 1
Are professional development opportunities provided? Yes
Does CEO/Executive Director have formal evaluations? Yes
Management reports to board? Yes
Staff Demographics - Ethnicity
African American/Black 6
Caucasian 34
Hispanic/Latino 3
Native American/American Indian 4
Staff Demographics - Gender
Male 17
Female 30
Organizational Plans
Fundraising Plan Yes
Policy against commission-based compensation for fundraising consultant Yes
Communication Plan Under Development
Strategic Plan Under Development
Number of Years Strategic Plan Considers 3
Management Succession Plan No
Organization Policies and Procedures Yes
Continuity of Operations PlanHelpShows how an organization will operate after an event or disaster occurs that affects daily operations. Under Development
Policies
Nondiscrimination Policy Yes
Whistle Blower PolicyHelpThe Sarbanes-Oxley Act provides certain protections for whistle blowers and criminal penalties for actions taken in retaliation against them. www.independentsector.org/sarbanes_oxley Yes
Document Destruction PolicyHelpThe Sarbanes-Oxley Act addresses the destruction of business records & documents & specifies that international document destruction should be carefully monitored. Yes
Directors and Officers Insurance Policy Yes
Collaborations
The Myriad Gardens Foundation collaborates with a number of other organizations including: Arts Council of OKC, Shakespeare in the Park, Allied Arts, Barre3, OKC  Astronomy Club, and Downtown OKC, Inc.
Awards
Awards
Award/RecognitionOrganizationYear
ONE AwardOklahoma Center for Non-Profits2015
Open Space AwardUrban Land Institute2015
Government Licenses
Is your organization licensed by the government (federal, state and/or local)? No
Comments on Staff & Management
CEO/Executive Director/Board Comments
The program growth and the installation of updated horticulture displays are on-going activities. The Gardens strive each year to increase donated and earned income streams to lessen the income percentage receive via the management fee of the city of Oklahoma City.
Board Chair
Name Mr. J. Larry Nichols
Company Affiliation Devon Energy
Term July 2011 to Aug 2018
Email larry.nichols@dvn.com
Board of Directors
List Current as of Sept 20, 2016
Board of Directors List
NameAffiliationStatus
Mr. Brian Alford OG&EVoting
Mr. Robert L. Allee Southwestern Stationary & SupplyVoting
Mr. Mark Beffort Executive BoardGrubb & EllisVoting
Mrs. Gerry Bonds Executive BoardThe Gerry Bonds CompanyVoting
Mr. Lindsey Brock JMA Energy CompanyVoting
Mr. Bob Calvert Calvert's Plant InteriorsVoting
Mr Matt Cole Executive BoardCole & ReedVoting
Mrs. Janie Comstock Community VolunteerVoting
Ms. Irma Elliott Community VolunteerVoting
Mr. James Everest Community VolunteerVoting
Dr. Warren V. Filley OK Allergy & Asthma ClinicVoting
Mr. Charles L. Freede Jr.Community VolunteerVoting
Mrs. Ginny Greenberg Community VolunteerVoting
Mrs. Linda Haneborg MarketingVoting
John Hart Executive BoardVoting
Maureen Heffernan Executive BoardVoting
Mrs. Seyan Hefner Community VolunteerVoting
Ms. Dannie Bea Hightower Community VolunteerVoting
Ms. Linda Horn Total Environment, Inc.Voting
Mrs. Gail Huneryager Crowe & DunlevyVoting
Dixie Jensen Community VolunteerVoting
Mr. Steve Knox Executive BoardAlpine Inc.Voting
Mr. Michael S. Laird Crowe & DunlevyVoting
Mr. Paul Lefebvre Williams, Box, ForsheeNonVoting
Mrs. Jean McLaughlin Community VolunteerVoting
Mr. Robert Meinders Community VolunteerVoting
Mr. Herman Meinders Executive BoardVoting
Debora Morey Executive BoardVoting
Mr. James Morley TeleFloraVoting
Mr. J. Larry Nichols Executive BoardDevon EnergyVoting
Mr. Allen Paine Cole, Paine & Carlin InsuranceVoting
Mr. Morton Payne Cox Enterprises, Inc.Voting
Mr. Kent Phillips FAE West DevelopmentVoting
Mr. James A. Pickel Smith & Pickel ConstructionVoting
Mr. Gary Pierson Executive BoardOklahoma Publishing CompanyVoting
Mr. David Rainbolt Executive BoardBancFirstVoting
Mrs. Christina Rehkop Devon EnergyVoting
Mrs. Lynne Robberson Executive BoardCrooked Oaks Public SchoolsVoting
Mr. D. Joe Rockett Andrews DavisVoting
Ms. Margaret "Meg" Salyer Executive BoardAccel FinancialVoting
Mrs. Avis Scaramucci Executive BoardRetiredVoting
Mrs. Kim Searls Hall EstillVoting
Mrs. Marsha See Sees DesignVoting
Mr. Carl Shortt Carl Shortt PhotographyVoting
Mr. James R. Tolbert III Executive BoardFirst Oklahoma CorporationVoting
Mr. Sean Trauschke Executive BoardOG&EVoting
Mrs. Beth Wells Community VolunteerVoting
Mr. Roy H. Williams Greater OKC ChamberVoting
Board Demographics - Gender
Male 50
Female 50
Governance
Board Term Lengths 3 years
Board Term LimitsHelpThe Standards for Excellence Institute recommends that board policies should include limits on the number of consecutive terms a board member may serve. www.standardsforexcellenceinstitute.org 0 terms
Number of Full Board Meetings AnnuallyHelpThe Standards for Excellence Institute recommends a minimum of four meetings per year of the full board. www.standardsforexcellenceinstitute.org 10
Board Meeting Attendance %HelpThe Better Business Bureau's Standards for Charity Accountability recommends at least 65% board attendance. (http://us.bbb.org) 75 %
Percentage of Board Making Monetary Contributions to the Organization 100 %
Percentage of Board Making In-Kind Contributions to the Organization 50 %
Board Orientation Yes
Constituency Includes Client Representation Yes
Written Board Selection Criteria? Under Development
Written Conflict of Interest Policy?HelpThe Standards for Excellence Institute recommends that nonprofits should have a written conflict of interest policy applicable to board members, staff and volunteers. Yes
Standing Committees
Audit, Compliance and Controls
Board Governance
Education
Executive
Finance
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Nominating
Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)
Comments on Board & Governance
CEO/Executive Director/Board Comments
Prior to the renovation of the Myriad Botanical Gardens in 2010, the Gardens were operated by the City of Oklahoma City. After its reopening in 2011, the city entered into a lease/management agreement with the Myriad Gardens Foundation to ensure excellence in administration, programming, horticulture and education. The Gardens must continually develop ways to increase contributed and earned income revenue streams through membership, rentals, programming, annual appeal, foundation and corporate grants.
 HelpFinancial figures are entered by community foundation staff who review the organization's audit and IRS Form 990. Reference the comments on financials at the bottom of the page for source of financial figures.
 
Current Fiscal Year
Fiscal Year July 01, 2016-June 30, 2017
Current Year Budgeted Total Income $4,074,410
Current Year Budgeted Total Expenses $4,074,410
Financial Documents
Form 9902014
Form 9902013
Form 9902012
Form 9902011
Form 9902010
Form 9902009
Audit2015
Audit2014
Audit2013
IRS Letter of Determination
Tax-Exempt Letter
Prior Three Years' Financial History
Revenue and ExpensesHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201520142013
Total Revenue$3,700,660$3,689,767$3,050,264
Total Expenses$3,484,560$3,139,788$2,091,117
Revenue Less Expenses$216,100$549,979$959,147
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201520142013
Contributions------
Foundation and
Corporation Contributions		$147,914$55,700$196,500
Government Contributions$0$0$0
Federal------
State------
Local------
Unspecified------
Individual Contributions$773,982$1,033,287$828,453

Indirect Public Support HelpIndirect public support represents revenue received through solicitation campaigns. This includes funding United Way and other federated fundraising organizations, but does not include donor designated contributions.

------

Earned Revenue HelpEarned revenue represents income generated in direct exchange for a product or service.Earned income includes income from government contracts.

$2,590,021$2,475,355$1,954,743
Investment Income, Net of Losses$6,816$12,294$5,703
Unrealized Gain/Loss------
Membership Dues$174,163$104,695$60,111
Special Events------
Revenue In-Kind------
Other$7,764$8,436$4,754
Expense Allocation
Fiscal Year201520142013
Program Expense$2,723,659$2,275,016$1,317,483
Administration Expense$686,153$705,658$606,081
Fundraising Expense$74,748$159,114$167,553
Payments to Affiliates------
Total Revenue/Total Expenses1.061.181.46
Program Expense/Total Expenses78%72%63%
Fundraising Expense/Contributed Revenue8%15%16%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$2,689,057$2,546,183$1,894,191
Current Assets$1,576,648$1,786,132$1,798,500
Long-Term Liabilities$2,600$1,700$1,700
Current Liabilities$403,165$477,291$375,278
Total Net Assets$2,283,292$2,067,192$1,517,213
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities3.913.744.79
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets0%0%0%
Funding Sources
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountEarned Revenue $2,590,021Earned Revenue $2,475,355Earned Revenue $1,954,743
Second Highest Funding Source & Dollar AmountIndividuals $773,982Individuals $1,033,287Individuals $828,453
Third Highest Funding Source & Dollar AmountMemberships $174,163Memberships $104,695Foundations & Corporations $196,500
Endowment? Yes
Endowment ValueHelpA legal definition of endowment applies (i.e. restricted assets or a supporting foundation). Rainy day funds are not included in endowment figures. $563,112
Endowment Spending Policy Percentage
Endowment Spending Policy Percentage (if selected) 4 %
Credit Line? No
Reserve Fund? Yes
Tax Credits?HelpTax credits are a dollar-for-dollar reduction of tax owed offered by the state and/or federal government. No
Capital Campaign
Currently in a Capital Campaign? Anticipated In 3 Years
Campaign Purpose Major renovations to the interior of the Crystal Bridge Tropical Conservatory to enhance its appearance and educational value; enhancements to create a Visitor Lobby; Grow our Endowment.
Campaign Goal $16,000,000
Campaign Dates Sept 2017 to Dec 2018
Amount Raised To Date $2,800,000 as of Sept 2016
Capital Campaign Anticipated in Next Five Years? Yes
Comments on Financials
Foundation Staff Comments
All prior year financial information is from audited financial statements.
 
Organizations with a GiveSmartOKC profile are responsible for updating information annually within 45 days following the end of their fiscal year.
 
 
Address 301 W Reno Ave
Oklahoma City, OK 73102
Primary Phone 405 445-7080
Contact Email sgrossman@myriadgardens.org
Website http://www.myriadgardens.org
Give with Credit Card http://www.myriadgardens.org/index.php?support-the-gardens
Give to Endowment http://occf.org/mgf/
CEO/Executive Director Maureen Heffernan
Board Chair Mr. J. Larry Nichols
Board Chair Company Affiliation Devon Energy

 

Powered by GuideStar

Copyright © 2014 Oklahoma City Community Foundation

1000 N. Broadway Ave., Oklahoma City, OK 73102

405-235-5603

Contact GiveSmartOKC Terms & Conditions Privacy Policy

Occffooter