WYLDE CENTER INC
Mission Statement
The mission of Wylde Center is to support resilient communities by connecting people to nature through environmental education and public greenspace. Wylde Center accomplishes this through educational programs, events and greenspaces that actively engage youth, families and individuals in their environment, health and community, and that develop skills in environmental science, sustainable urban living, organic gardening, health, and nutrition. Wylde Center was founded in 1997 out of a need to provide opportunities to experience nature in an urban environment. As a result of the community’s involvement and commitment, the organization has evolved into a large and active nonprofit organization operating five greenspaces (Oakhurst Garden, Sugar Creek Garden, Hawk Hollow, Edgewood Community Learning Garden, and the Mulberry Fields Garden) in four different Decatur and Atlanta neighborhoods, open year round for the community, for events and for Wylde Center’s educational programs. Additionally, Wylde Center provides one of the largest youth environmental and science education programs in metro-Atlanta, including the Decatur Farm to School program, Atlanta Farm to School, Healthy Living by Healthy Growing at the Decatur Housing Authority, and science program and field trips linked to Common Core standards.
Financial Overview — FY 2024
Compared with Peers
FY 2024| Ratio | This org | Peer median | Position (P10 → P90) | |
|---|---|---|---|---|
|
Program expense ratio
Program expenses / total expenses
· higher is better
|
72.0% | 77.9% |
P10P90
|
Below median |
|
Admin expense ratio
Management and general / total expenses
· lower is better
|
18.9% | 14.4% |
P10P90
|
Below median |
|
Fundraising expense ratio
Fundraising expenses / total expenses
· lower is better
|
9.1% | 5.4% |
P10P90
|
Below median |
|
Fundraising efficiency
Fundraising expenses / gross fundraising income
· lower is better
|
146.4% | 240.4% |
P10P90
|
Above median |
|
Operating reserve
Months of expenses covered by net assets
· higher is better
|
29.8 mo | 16.5 mo |
P10P90
|
Above median |
|
Liabilities to assets
Total liabilities / total assets
· lower is better
|
16.0% | 10.6% |
P10P90
|
Below median |
|
Revenue concentration
Share of revenue from the largest source
· lower is better
|
80.9% | 74.5% |
P10P90
|
Below median |
|
Revenue growth
Year over year revenue growth
|
22.1% | 7.8% |
P10P90
|
|
|
Expense growth
Year over year expense growth
|
13.6% | 8.0% |
P10P90
|
|
|
Surplus margin
Surplus as a share of revenue
|
27.0% | -0.5% |
P10P90
|
Impact
5 programs| Outcome / Program | People Served | Cost / Service | # Completed | Duration |
|---|---|---|---|---|
| Hours staff dedicate to pursuing the UN Sustainability Goals every year. | 32,760 | $18.00 | — | Per Year |
| Food waste diverted from the landfill via our compost program which is invested into our community. | 42,000 | $1.00 | — | Per Day |
| Imbuing children with a love of nature through educational programming. | 20,000 | $6.00 | — | Lifetime |
| Access to affordable edible plants, garden tastings, community garden plots, school garden programs. | 4,718 | $2.00 | — | Per Year |
| Sell plants, teach plant workshops, school programs, kids' camps, 7 greenspaces, more. | 10 | $10.00 | — | Per Year |
Financial History
| Year | Revenue | Expenses | Net Assets | Program % | Staff |
|---|---|---|---|---|---|
| 2024 | $1.5M | $1.1M | $2.6M | 72.0% | 51 |
| 2023 | $1.2M | $932K | $2.2M | 71.3% | 43 |
| 2022 | $1.6M | $814K | $1.7M | 73.8% | 36 |
| 2021 | $690K | $653K | N/A | — | 19 |
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