Bloedel Reserve - Cultural Funding Application 2025 COMBINEDCultural Funding Application
Applicant Organization Name*
Grant Request Type*
Total Amount Requested (over 2-year period)*
One Sentence Description of Request (e.g., "To support...")*
Applicant Organization Name*
Proposal Contact Person*
Position/Title*
Mailing Address*
Phone Number *
Applicant Organization Legal Status*
Year Established*
Proposal Summary
Bloedel Reserve
General Operating Support
Project Support
Capital Project
$48,500
To support diverse artists who foster a love for nature
through art and increase public access to cultural
programming through the Creative Residency at Bloedel
Reserve.
Applicant Organization Information
Bloedel Reserve
Rebecca Edgren
Development Coordinator
City
Bainbridge Island
State / Province / Region
WA
Postal / Zip Code
98110
Country
USA
Street Address
7571 NE Dolphin Dr.
Address Line 2
206-842-7631 x30
Legal Status of Applicant Organization
Non-profit
1988
Organization Tax ID #*
Fiscal Sponsor Organization Name
Fiscal Sponsor Contact/Title
Fiscal Sponsor Email
Fiscal Sponsor Phone
Fiscal Sponsor Tax ID #
Fiscal Sponsor Mailing Address
City of Bainbridge Island Funding
Please list year(s) and award amount of other funding received from the City of Bainbridge Island. Include HumanServices (HS), Lodging and Tourism Tax (LTAC) funding, Cultural Funding (CF), and/or any other grant or contractfunding.
2025 2024 2023 2022 2021
LTAC
HS
CF
Other
91-6182786
Fiscal Sponsor Information (If applying with fiscal sponsor)
City State / Province / Region
Postal / Zip Code Country
Street Address
Address Line 2
$8,000 $7,983 $8,132 $0 $0
$0 $0 $0 $0 $0
$10,000 $10,000 $9,000 $1,000 $0
$0 $0 $0 $0 $0
I. Organizational Overview*
IIa. Diversity, Equity, Inclusion, And Accessibility*
IIb. Diversity, Equity, Inclusion, And Accessibility*
Please provide a brief history of your organization and an overview of the programs and services you currently provide.(Limit 1,500 Characters)
Since opening in 1988, Bloedel Reserve welcomes thousands each year to encounter 140 acres of gardens
and tended wildlands on Bainbridge Island. With a mission to celebrate beauty by cultivating our environment,
building community, and deepening relationships with the natural world, Bloedel prioritizes world-classhorticulture and conservation, and accessible wellbeing and arts programs to help people heal, connect, andgrow in reciprocity with nature.
Consistently one of Bainbridge’s top tourist attractions, the Reserve draws tens of thousands to the Island
annually, but it’s also locally beloved, with over 16,000 visits from Island residents last year. Recognized by
USA Today as “One of North America’s 10 Best Botanical Gardens,” it is a living land management laboratory,
a citizen-science hub, a trailblazer for wellbeing-in-nature, a place of hospitality for people of all incomes and
abilities, and host to one of the most accessible, supportive Creative Residencies in Washington.
In 2024, Bloedel welcomed new CEO Evan Meyer, and, in 2025, launched a revitalized mission statement.
The year saw exciting growth: more community events, a 20% increase in new visitation, an explosion of
social media followers, record-breaking demand for the Creative Residency, and doubled adoption of $1
admission for guests living below the poverty line.
For 37 years Bloedel has asked, “How can nature care for us when we care for nature?” Now, more and more
people are listening to the answer.
Does the work of your organization contribute to a more diverse, equitable, inclusive, and accessible Bainbridge Island?
Is so, please describe. (Limit 1,500 Characters)
Bloedel Reserve is dedicated to fostering a welcoming environment where all individuals can find solace,healing, and a sense of belonging amid nature’s beauty. We believe access to nature is transformational but
inequitable, so Bloedel Reserve seeks to actively remove barriers and provide safe, affordable, welcoming
nature access for all.
Putting these ideals into action, we offer pay-as-you-wish admission days every month, and we participate inMuseums for All, offering $1 admission every day we’re open to individuals who receive Washington Basic
Food assistance.
We welcome the Suquamish Tribe with no-cost admission and respect their foraging rights on the land ofBloedel Reserve, and we are constantly increasing physical accessibility on our campus and in our programs,including with our investment in a new wheelchair-accessible golf cart to transport guests. Last December, we
also partnered successfully with the Kitsap Accessible Communities Advisory Committee to offer anaccessible “Stroll-and-Roll” version of the beloved Solstice Walks.
The Creative Residency house itself is a rarity among arts residencies in being wheelchair-accessible and
offering a second bedroom, which makes the Residency experience feasible for disabled or chronically ill
artists who need to travel with a caretaker. We foster diversity in our artist cohorts, and we continue to partnerwith the Suquamish Tribe to offer a dedicated Suquamish Tribal Residency each year.
Have members of your organization (staff, leadership, board, etc.) worked towards greater understanding of diversity,
equity, inclusion, and accessibility issues? This may include trainings, conversations, workplans, actions taken, or otherstrategies you have employed to address sociocultural barriers to equity within your organization and its programs and
services. If so, please describe. (Limit 1,500 Characters)
Bloedel Reserve takes multi-tiered action to engage its staff, leadership, and board in advancing DEI and
accessibility. Not only did we hire the leadership consulting firm BeCulture to guide us in mobilizing toward
equity and systems change, but we also maintain a Culture & Belonging group from our staff and an IDEACommittee composed of staff and volunteers.
The Culture & Belonging group promotes an inclusive workplace at Bloedel, continuously examining practices,policies, and interactions to ensure employees are valued, heard, and supported, irrespective of background
or identity.
The IDEA Committee advises to advance DEI for guests. A few accessibility improvements they have initiated
include the addition of more benches, multi-lingual maps, printed accessibility guides, website translations,and adjusted admission policies. Not only has the Reserve implemented pay-as-you-wish admissions and
Suquamish Tribal access, but we’re continuously innovating broad-spectrum visitor hospitality. We are
currently upgrading and increasing onsite signage in response to feedback that guests who have historically
felt unsafe in nature would feel safer with more directional signage on grounds.
Finally, in a new step to champion equity in 2026 and following, we will drop the fees for our Creative
Residents’ public programs to just $1, foregoing about $5,750 in potential revenue each year to prioritizeopportunity without barriers for those historically underserved in arts programming.
III. Scope of Work*
Please provide a scope of work to the services you plan to provide for your project or general operating, whichever youare applying for. A scope of work lists the activities, deliverables, outcomes, and goals to be accomplished under anagreement.
Activities: This is the work that will be accomplished with the requested budget. It should include the who, what, when,
where, and how the recipient implements the work.
Deliverables are the items produced under the agreement. These are tangible evidence of the work done and alignedthe activity’s progress with meeting the expected outcomes. This can include reports, workshops, outreach materials,
evaluations, and other relevant products.
Outcomes are the measurable results of your work. Outcomes can be estimated based on the planned activities and
schedule and should be measured and reported on throughout the agreement period. Your application should alsoindicate how you plan to measure these outcomes to track success.
Goals are the big-picture benefits or changes you anticipate as a result of meeting your estimated outcomes.
All applications should include a goal statement that identifies a community need and how the organization works toaddress it. Keep the following in mind:
- Categorize your task work into activities. - Determine the cost for each activity and a plan to track spending. - Align your activities with a schedule that provides sufficient time to complete the planned work.
- Identify key deliverable(s) for each activity and target dates for their completion.- Identify and estimate at least one measurable outcome and how it will be measured. - Relate each activity to a specific goal.
(Limit 6,000 Characters)
In 2026-2027, Bloedel Reserve will welcome 12 resident artists per year for three-week, funded
residencies, producing diverse artistic or scholarly work and connecting the public with Coast
Salish ecosystems through art and art-making.
Situated in a wheelchair-accessible and architecturally award-winning home on the grounds of
the Reserve, this program offers artists the time, space, and material support to focus on creative
exploration and inquiry in nature.
The Residency draws a diverse array of both emerging and established artists from around the
US, ensuring representation of a broad spectrum of artistic media (writing, visual art, music, craft,
photography, etc.) and a diversity of ages, genders, gender identities, races, and ethnic
backgrounds.
To name just a few of the program’s benefits, it offers arts education and access, prioritized to
those who need it most; it affords much-needed housing and funding for artists; it promotes
economic growth and livability on Bainbridge Island; it dignifies the landscapes we call home as
subjects worthy of art; and it promotes residents’ personal connections with nature through art.
An approximate annual calendar of activities, deliverables, and outcomes for 2026-2027 is as
follows:
In July and August, applications are accepted through Slideroom software (annual subscription
price: $1,200+). Application fee waivers are made available to remove financial barriers to
applicants, costing Bloedel ~$250/year. A diverse and rotating group of 15 external jurors are
engaged and publicized to attract a diverse pool of applicants.
In September, jurors meet to review applications and select residents. Each juror receives a $300
stipend to compensate them for their time and expertise, and ensure equitable representation.
Bloedel staff give extensive time to coordinating and moderating the application process and juror
proceedings (~$8,800/year). The Suquamish Tribal Resident is also in the process of being
selected, in partnership with the Tribe, and Community Creatives are being selected.
Throughout the fall, resident artists are being notified and confirmed, and the tetris of scheduling
residencies and public events for the following year begins.
From January through December, Creative Residents reside onsite for three-week periods, with
brief gaps in between for house cleaning and maintenance. Among these artists is the annual
Suquamish Tribal Resident. Community Creatives are onsite regularly throughout the year.
Residents receive housing, the use of a smart car, and a stipend of $1,000/ea, offsetting lost
i d t l hild d ki th ibl dl f
Character Counter
income and travel or childcare expenses, and making the program more accessible regardless of
socioeconomic status. Applications for the Residency have tripled since stipends were
implemented, and over 90% of applicants report that they could not participate in the program
without some financial support.
Each Resident collaborates with program staff to create a public arts event during their stay, such
as an artist showcase or maker workshop, which will now be offered at the nominal price of $1.
Community Creatives also offer a public exhibition, typically in the fall or winter. Workshop
supplies for public events are provided by Bloedel, at a cost of ~$2,750/year.
Residents and their work routinely engage 1,500 or more people each year with art and nature on
Bainbridge Island. Thus, by serving artists, this program also serves Kitsap residents, including
the Suquamish Tribe and Bainbridge’s residents and visitors. We anticipate ~$5,750 in foregone
potential revenue due to dropping program ticket prices to $1.
Associated costs include staff time for hosting the Residents, coordinating and marketing the
public events, and cleaning and maintaining the house where Residents stay, for a total of
~$87,780 each year.
We assess our programming through 1) a post-Residency survey of Residents (which receives a
roughly 95% response rate), through 2) numbers and trends in our applicant pool, and 3)
numbers of the public served through arts programming and art installations or exhibitions.
As a result of this work:
1,500+ participants will have the opportunity to interact with art produced in, by, and for our
local community each year.
12 artists will receive time, funding, space, and unrivaled access to one of North America’s best
gardens, itself a living work of art.
Those historically underserved by cultural programs in our community will receive priority, low-
cost access to arts programs.
Indigenous artists such as 2025 Suquamish Tribal Resident Cedar Sigo will continue to receive
support and recognition for their outstanding work.
An architectural gem of Bainbridge Island, the Virginia Merrill Bloedel Education Center, will be
enjoyed and preserved for future generations.
Bainbridge Island’s legacy as an icon of cultural excellence will be sustained, making one
continuous fabric from the days when renowned artists such as Katherine Hepburn and
Theodore Roethke stayed at Bloedel Reserve.
New art championing Coast Salish landscapes, ecological awareness, and human connections
with nature will be created and shared.
IV. Community Needs that Your Organizations Meets*
What needs in the community are addressed by your organization?
How does your organization meet these needs?
How does the proposed project or program specifically meet these needs? If possible, please cite relevant and up-to-
date City documents, demographic or research sources, etc. For general operating support requests, describe overall
how your organization meets that community need.
Please also explain how the proposal prevents duplicating other services for Bainbridge Island residents.
(Limit 3,000 Characters)
As recently as fifty years ago, when the writer Richard Hugo was putting Washington on the literary map ofAmerica, he had to write to the UW Department of Botany and ask how to spell the word "salal," having never
before seen it in print. A generation of artists learned the word from his work, and learned, too, that words of
such local provenance belong in art. To see one’s own community dignified in art is indelibly valuable. It says,
"This place is worth cherishing." It says, "You don’t have to leave home to be an artist." But what if our
affordability crisis is saying the opposite?
In a 2024 article titled “Seattle’s too expensive for artists,” The Seattle Times noted that “A majority of the 611
artists who shared their income in a Seattle Times survey say they make less than $50,000 a year (from both
art- and non-art related jobs.)”
By contrast, according to a 2025 article in KING 5 News, a single adult needs an income of at least$109,000/year to “live comfortably” in Washington State. According to The Seattle Times’s research, fewer
than 20% of surveyed artists earned anywhere close to that amount. One musician was quoted as saying, “ ‘Icannot afford to live in Seattle. The city I am from.’ ” And, in a survey of hundreds of applicants to Bloedel
Reserve’s Creative Residency, nine out of ten reported that they could not participate in the Residency without
some financial support. Fewer than 25% could afford to forego any portion of the stipend.
The City of Bainbridge Island acknowledged and prioritized this problem in its Comprehensive Plan, where theaction item identified as High Priority in its Cultural Element states the need to “Consider work and living
space for artists” and “Encourage local support for a creative and economic environment that enables
individual artists to live and work in the community.”
With its direct support for artists, and its provision of a stipend, of housing, of studio space, Bloedel Reserve’sCreative Residency could not more directly tackle this problem. And with its varied, collaborative public art
programs now offered at almost no cost, it transfers the benefits to our wider community as freely andefficiently as possible.
2025 has brought massive cuts to federal funding for artists—most recently with the termination, in late
August, of the NEA fellowships which have directly supported America’s best writers for nearly 60 years.
States, cities, and communities now face a tremendous opportunity to foster art on a local level like never
before.
Bainbridge has something truly rare in Bloedel Reserve’s Creative Residency: funded, spacious, wheelchair-
accessible, open to diverse media, locally rooted—and answering a growing need. Since artist stipends were
introduced as part of the program, applications have swelled more than threefold. And this year we received a
record-breaking 285 applications from artists seeking support to practice their craft on Bainbridge for the goodof our whole community.
V. City Cultural Funding Goals Alignment*
VI. Imapct*
Please describe how this proposal aligns with:
- Goals in the cultural element of the City’s Comprehensive Plan
- Values related to climate adaptation/mitigation (including sustainable transportation)
- Values related to equity and inclusion
(Limit 1,500 Characters)
The Residency enriches our cultural landscape and bolsters Bainbridge’s reputation as a hub of artisticexcellence, promoting economic activity in the process. This program produces proven results which closely
align with the City’s Comprehensive Plan. To highlight a few of the most pertinent:
EC 12.2 Promote the arts community within the region as an economic asset of the Island
CUL 2.3 Cultivate partnerships among the arts & humanities, economic development & tourism sectorsCUL 2.6 Foster a climate that enhances the Island’s national reputation as a center of artistic excellenceCUL 2.7 Partner with the Suquamish Tribe & others to plan events that celebrate & promote awareness of the
region’s indigenous cultures
Other City priorities advanced by the Residency include: EC 4.4, 6.2, 6.6, 7.3, 7.4, 7.5, 7.6, 7.7, 7.8, 7.9, 7.10,7.11, 12.1, CUL 1.1, 1.2, 1.3, 1.4, 1.5, 1.6, 2.1, 2.2, 2.4, 2.5, 3.1, 3.2, 3.3, 3.6
By emphasizing nature-focused art, the Residency also promotes climate care. As a 2020 study noted: “Artsubstantially contributes to environmental awareness, as it cultivates through an emotional approach the
familiarization and the development of a connection with the environment" (Papavasileiou, Vasileios, et al). A
smart car for Residents also promotes sustainable transportation on Island.
The Residency prioritizes equity & inclusion—from the provision of application fee waivers, to diversity in artistselection, to dropping workshop fees to $1.
How does this proposal improve services on Bainbridge Island? Specifically, how will it:
- Involve significant community participation
- Create access to human services activities for underserved or underrepresented groups of people
- Strengthen organizational capacity; and/or foster opportunities for collaboration with the human services sector?
(Limit 6,000 Characters)
The Creative Residency is designed to provide artists with space for deep attention and quiet work while also
engaging in conversation and artistic development with the local community.
Community participation is inherent to the Residency. Approximately 1,500 guests regularly interact with
Residents and their work each year. In addition to these, the Creative Residency features an additional track
called “Community Creatives,” designed to foster local artists who may not wish to live at the Reserve for an
extended time. Six Community Creatives made work at Bloedel over the course of 2024-2025, with extendedaccess to the grounds, and opportunities to showcase their work, network, teach, and even sell their art.
None of this is done in isolation from other local organizations. The Residency has a rich history of
collaboration, including with the Bainbridge Artisan Resource Network, Bainbridge Performing Arts, Bainbridge
Arts and Crafts, Puget Sound Book Artists, the Suquamish Tribe, and, most recently, a shared ten-yearCreative Residency Retrospective co-hosted with Bainbridge Island Museum of Art.
In all of this, we prioritize expanding access to the arts for underserved and underrepresented groups. We’reacting on this ethic by removing barriers around ticketing for public arts events to welcome and serve people
regardless of socioeconomic status.
Increasing access is also evident in our strategic selection and equitable funding of the jurors who select our
Residents. Program staff take great care to invite jurors who themselves embody diverse aesthetics, creativepractices, ages, ethnicities, races, gender expressions, and more. Applicants should be able to see from thejuror selection itself that their vision and voice have a place in the arts.
Finally and crucially, the provision of an artist stipend and a physical space that’s navigable for those with
disabilities and chronic illnesses, are both irreplaceable parts of ensuring that individuals historicallyunderrepresented in art now have the support and opportunity to make it.
VII. Organizational Capacity*
VIIIa. 2026 Proposed Contract Metrics
Awardees will enter into a contract with the City and report back quarterly on what you have achieved. Please list 2
outputs that you have the capacity to monitor and report on over the two-year contract period. These should be“Outputs” which are defined as the number served or amounts of service provided. They are quantitative in nature. They
should be easily measurable for your organization. All organizations must provide the number of unduplicated
Bainbridge Island residents served per year, and the title of that metric is filled in for you.
Metrics*Q1 Q2 Q3 Q4 Total*
VIIIb. 2027 Proposed Contract Metrics
Awardees will enter into a contract with the City and report back quarterly on what you have achieved. Please list 2outputs that you have the capacity to monitor and report on over the two-year contract period. These should be
“Outputs” which are defined as the number served or amounts of service provided. They are quantitative in nature. Theyshould be easily measurable for your organization. All organizations must provide the number of unduplicated
Bainbridge Island residents served per year, and the title of that metric is filled in for you.
Metrics Q1 Q2 Q3 Q4 Total
IXa. 2026 Proposed Use of Funds
Please complete this table below. The Total column should equal the total cost of delivering your program.
Expense Category Amount Covered
by City Cultural
Funding Request
(Column A)*
Amount Covered
by Other Funding
(Column B)*
Total (A + B)*
Please explain how this service will continue operating during and after the funding period.
Please explain how the City’s funds would be used responsibly.
(Limit 1,500 Characters)
Bloedel Reserve has an extensive history of organizational and project success, and 2025 has only continued
these trends as our funding is sustainably balanced between an endowment, earned revenue, and donatedfunds. The Reserve is financially stable, with strong and ever-improving assets and internal systems, and theCreative Residency’s 10-year history is itself a testament to that stability.
Bloedel Reserve is led by a highly committed Board of Directors who support and advocate alongside staff for
contributed income. We have a full-time Director of Development and two full-time Development team
members, as well as strong systems for securing donations, cultivating relationships with community partners
and donors, writing grant requests, and maintaining a strong external brand and image.
We are confident that the City’s funds will be used responsibly because of our robust and vetted internalsystems for financial accountability and expenditure tracking. Bloedel Reserve has a history of financial
stability, including annual audits (overseen by our board finance committee and board audit committee and
staff) and transparent reporting. Furthermore, knowing the City of Bainbridge Island’s reporting mechanisms,
this proposal has been designed specifically to support expenses for which we can consistently produce clearand specific documentation.
Number of applicants to the Creative
Residency
250 250
Number of public participants served 300 300 300 600 1500
Number of artists served 3 3 3 3 12
Number of applicants to the Creative
Residency
250 250
Number of public participants served 300 300 300 600 1500
Number of artists served 3 3 3 3 12
Staff Costs (Salaries, Benefits,Taxes, Training, etc.)
Professional Services /Consultants / Contractors
Program Supplies
Other Operating Expenses (e.g.,Technology, Rent, Equipment,Insurance)
Scholarships
Other
Total
IXb. 2027 Proposed Use of Funds
Please complete this table below. The Total column should equal the total cost of delivering your program.
Expense Category Amount Covered
by City Cultural
Funding Request
(Column A)*
Amount Covered
by Other Funding
(Column B)*
Total (A + B)*
Staff Costs (Salaries, Benefits,Taxes, Training, etc.)
Professional Services /Consultants / Contractors
Program Supplies
Other Operating Expenses (e.g.,Technology, Rent, Equipment,Insurance)
Scholarships
Other
Total
Comments on Other Funding Sources
$8,800 $87,780 $96,580
$0 $0 $0
$750 $2,000 $2,750
$1,200 $0 $1,200
$12,000 $10,500 $22,500
$1,500 $4,300 $5,800
$24,250 $104,580 $128,830
$8,800 $87,780 $96,580
$0 $0 $0
$750 $2,000 $2,750
$1,200 $0 $1,200
$12,000 $10,500 $22,500
$1,500 $4,300 $5,800
$24,250 $104,580 $128,830
Of the amounts listed in Column B, do you have any funds committed to date? If yes, please list sources and amountsbelow. If no, please describe where you expect to secure these funds from, and how you know you can raise those
funds.
Other funding sources for the Creative Residency consist of our Creative Residency Endowment draw
($40,879 in 2025) and direct support from individual donors.
We also have ongoing relationships with other granting organizations, including the Suquamish Tribal
Foundation and Bainbridge Community Foundation, although funds from these organizations have not yet
been committed for 2026-2027.
X. Stories of Impact*
Board of Directors List
Include names and titles of current members, as well as any open positions.
Name *Title*
Please provide a testimonial(s) or narrative(s) that demonstrates the impact of your organization’s work. (Limit 750Characters)
“By far the best residency I've been on.” – Aditi Kini, 2025 Resident
“An amazing space and a one-of-a-kind residency... invaluable for generating new material.” – Ella Jacobson,2024 Resident
“The peaceful, unstructured time in solitude allowed me to achieve new habits in my process that I'll carryforward with me.” – Nicole Otero, 2024 Resident
In 2024 alone, recognitions of work by Bloedel Reserve Creative Residents included TIME’s 10 Best
Nonfiction Books of 2024, New York Magazine’s 10 Best Books of the Year, The New Yorker’s Best Books, the
Pacific Northwest Book Award, the ForeWord Indies Book of the Year Gold Medal in Nature, Winner at theBusan New Wave Short Film Festival, and Smithsonian’s 10 Best Science Books of the Year.
Nate Thomas Board Chair and Executive
Committee Chair
Sandra McIver Vice Chair and Facilities & Capital
Improvements Committee Chair
Todd Adams Treasurer and Finance Committee
Chair
Carol Adelson Secretary
Ted Andrews Board Member
Erin Banasik Development Committee Chair
Jim Clune Board Member
Steve Davis Board Member
Bob Jakubik Board Member
Jim Kelly Board Member
Mark Levine Board Member
Andy Maron Board Member
John Milberg Horticulture & Design Committee
Chair
Justine Milberg Board Member
Becky Miller Audit Committee Chair
Steve Prentice Board Member
Martha Rogers Board Member
Kat Sundberg Board Member
Vanathi Siddaiah Board Member
Rolfe Watson Board Member
Robin Wright Board Member
Current Staff List
Include names and titles of current members, as well as any open positions.
Name *Title*Work Status*
Evan Meyer The Richard A. Brown
President & CEO
Full Time
Part Time
Volunteer
Other
Alyson Coote Director of Human
Resources
Full Time
Part Time
Volunteer
Other
Amy King Creative Residency
Manager
Full Time
Part Time
Volunteer
Other
Madeline Read Director of Development Full Time
Part Time
Volunteer
Other
Audrey Harmon Development Manager Full Time
Part Time
Volunteer
Other
Rebecca Edgren Development Coordinator Full Time
Part Time
Volunteer
Other
Jen Layne Communications Manager Full Time
Part Time
Volunteer
Other
Kasia Saito Marketing & Events Intern Full Time
Part Time
Volunteer
Other
Erin Toner Executive Assistant Full Time
Part Time
Volunteer
Other
Tara Wittrup Moyer Well-Being Program
Manager
Full Time
Part Time
Volunteer
Other
Dan Walker Director of Operations Full Time
Part Time
Volunteer
Other
Sally Levey Events Manager Full Time
Part Time
Volunteer
Other
Kate Sunderland Volunteer & Tour
Coordinator
Full Time
Part Time
Volunteer
Other
David Jones III Guest Services & Retail
Manager
Full Time
Part Time
Volunteer
Other
Jorby Alano Guest Services & Retail
Assistant Manager
Full Time
Part Time
Volunteer
Other
Andrea Mercado Retail Buyer Full Time
Part Time
Volunteer
Other
Brynn Chivers Guest Services Associate Full Time
Part Time
Volunteer
Other
Clara Diaz Guest Services Associate Full Time
Part Time
Volunteer
Other
Laura Fayollat-Boudreaux Guest Services Associate Full Time
Part Time
Volunteer
Other
Emma Greathouse Guest Services Associate Full Time
Part Time
Volunteer
Other
Amy Kidrick Guest Services Associate Full Time
Part Time
Volunteer
Other
Chris McLain Guest Services Associate Full Time
Part Time
Volunteer
Other
Abner Senires Guest Services Associate Full Time
Part Time
Volunteer
Other
Steven Starlund Guest Services Associate Full Time
Part Time
Volunteer
Other
Gayl TenEyck Guest Services Associate Full Time
Part Time
Volunteer
Other
Milissa Turke Guest Services Associate Full Time
Part Time
Volunteer
Other
Kailee Welp Guest Services Associate Full Time
Part Time
Volunteer
Other
Renee Kok Director of Finance Full Time
Part Time
Volunteer
Other
Sara Carlson Accounting & Payroll
Manager
Full Time
Part Time
Volunteer
Other
Kristin Dalhoff Membership & Data Entry
Coordinator
Full Time
Part Time
Volunteer
Other
Kaslin Daniels Director of Horticulture &
Design
Full Time
Part Time
Volunteer
Other
Dave Amos Turf Specialist Full Time
Part Time
Volunteer
Other
Philip Bloomquist Living Collections Curator Full Time
Part Time
Volunteer
Other
Bob Braid Caretaker, Senior
Horticulturist
Full Time
Part Time
Volunteer
Other
Ken Little Senior Arborist Full Time
Part Time
Volunteer
Other
Ann Mackey Horticulturist Full Time
Part Time
Volunteer
Other
Christine McCullough Horticulturist Full Time
Part Time
Volunteer
Other
Henry Molendijk Trail Raker Full Time
Part Time
Volunteer
Other
Andy Moss Gardens East Manager Full Time
Part Time
Volunteer
Other
Sonja Parker Senior Horticulturist Full Time
Part Time
Volunteer
Other
Sean Peterson Gardens North Manager Full Time
Part Time
Volunteer
Other
Darren Strenge Gardens West Manager Full Time
Part Time
Volunteer
Other
Tobin Tripp Sustainability Coordinator Full Time
Part Time
Volunteer
Other
Haley Wiggins Gardens South Manager Full Time
Part Time
Volunteer
Other
Operating Budget*
Organizational Statement of Activities*
Organizational Statement of Financial Position *
Top Five Funding Sources
Please prepare a list of your five largest income sources in your past two fiscal years – this may be a single funder,donor, fundraising event, community appeal, etc. We are trying to get a sense of where most of your funding comes
from.
Name *Amount*
Ben Buchanan Interim Director of
Facilities
Full Time
Part Time
Volunteer
Other
Melissa Carlsen Housekeeper Full Time
Part Time
Volunteer
Other
Shawn Gisriel Facilities & Grounds
Technician
Full Time
Part Time
Volunteer
Other
Don McKinney Trails Specialist Full Time
Part Time
Volunteer
Other
For your current fiscal year. If you work with a fiscal sponsor or are a division of a larger organization, please include theoperating budget specifically for your entity or division.
2025 Operating Budget - Summary with %.pdf 108.36KB
This is sometimes referred to as Income and Expense Statement. Please provide a statement for your most recently-completed fiscal year for your organization. If you work with a fiscal sponsor or are a division of a larger organization,include a statement specific to your entity or division.
Statement of Activity 2024.pdf 12.09KB
This is sometimes referred to as a Balance Sheet. Please provide a statement for your most recently completed fiscalyear for your organization. If you work with a fiscal sponsor or are a division of a larger organization, include astatement specific to your entity or division.
Statement of Financial Position 12.31.2024.pdf 12.92KB
Endowment Funding (Main
Endowment, Richard A. Brown
Leadership Endowment, Creative
Residency Endowment)
2,539,601
IRS Determination Letter of 501(c)(3) Nonprofit Status *
Authorized Signature Name*
Authorized Signature*
Date
Fiscal Sponsor Name (If applying with fiscal sponsor)
Fiscal Sponsor Authorized Signature (If applying with fiscal sponsor)
Date
Is the Applicant One of the Following?*
Does the proposed fund expense occur during the two year funding cycle?*
Does the Applicant NOT have a Board Member, Officer, or Staff Member Serving on the Lodging Tax Advisory
Committee?*
Admissions/Earned Revenue 2,452,217
Garden Party (fundraising event)1,471,302
Unrestricted Individual Giving 1,267,865
Memberships 816,963
Bloedel Reserve_501c3 Letter (2).pdf 662.2KB
Madeline Read
9/20/2025
Sign
9/20/2025
Eligibility Vertification
Nonprofit - 501(c)(3) with two-year history of continuous operation
Nonprofit - 501(c)(3) without two-year history of continuous operation but with a fiscal sponsor
Entity without 501(c)(3) with a fiscal sponsor that is a 501(c)(3) with two years of continuous operation
Yes
No
Yes
No
Materials Checklist (Have all been provided?)
Based on the Provided Information, is the Applicant Eligible to Receive Funding?*
Review by City Staff (Insert Full Name)*
Date
Notes
Applicant Information
Narrative
Board of Director List
Current Staff List
Operating Budget
Statement of Activities
Statement of Financial Position
Top Five Funding Sources
IRS Determination of Nonprofit Status
Authorized Signatures
Yes
No
Adam Nebenzahl
9/23/2025
2025 Operating Budget for Board Approval 01.21.2025
Account Description
FY 2025 Operating
Budget
Contributions - Annual Mission Support 435,000
Garden Party/Summer Appeal 773,300
Grants/Sponsorships 145,000
Earmarked Contributions 10,000
Total Contributed Revenue 1,363,300 29%
Program Revenue 47,285
Admissions 1,093,266
Shop Sales 270,440
Membership 400,000
Weddings/Facility Rental/Misc.128,656
Total Earned Revenue 1,939,647 42%
Total Contributed and Earned Revenue 3,302,947
Payroll & Benefit Expense 3,409,817
Grounds Expense 57,010
Repairs & Maintenance Expense 64,400
Program & Event Expense 146,350
Membership Expense 7,600
Retail Expense 119,300
Advertising Expense 62,650
Bank Service & Processing Fees 72,697
Copying & Printing Expense 57,645
Equipment < $2,500 16,450
Lease & Service Agreement Expense 19,988
Insurance, Tax & License Expense 129,174
Outside Computer Service Expense 64,393
Postage & Shipping Expense 9,275
Professional Development Expense 27,257
Professional Service Fees 196,688
Supplies Expense 80,940
Travel Expense 8,255
Utilities Expense 62,800
Other Expense 40,472
Total Operating Expenditures 4,653,161
NET INCOME/(LOSS) FROM OPERATIONS (1,350,214)
Additional Sources of Support 5% +
Draw from RAB Endowment (5%)169,112
Draw from Creative Residency Endowment (5%)40,879
Draw from Main Investment (5.35%)1,140,223
Total 1,350,214 29%
2025 Operating Budget
Dec 31, 24
ASSETS
Current Assets
Checking/Savings
10500 · KB Checking - Operating (9211)368,275.35
10520 · KB Checking - MM (1218)189,028.24
10600 · Vanguard Money Market 1,014,406.83
10700 · Homestreet Checking Account 15,941.74
10701 · Homestreet Capital Campaign 191,588.69
10702 · Homestreet Deferred Money Mkt 227,062.47
10803 · Homestreet CD Wellfund - 3589 108,093.72
10805 · Homestreet CD Birkenfeld 8580 10,469.08
40150 · Bloedel Shop Cash 1,350.00
Total Checking/Savings 2,126,216.12
Accounts Receivable
12001 · Accounts Receivable 90.00
12201 · Pledge Receivable 80,000.00
12301 · Employee Receivable 73.44
Total Accounts Receivable 80,163.44
Other Current Assets
11400 · Other Receiveables 46,713.45
13000 · Inventory 56,928.87
14000 · Prepaid Expenses 45,297.80
Total Other Current Assets 148,940.12
Total Current Assets 2,355,319.68
Fixed Assets
15025 · Property & Equipment 4,187,695.81
15425 · Intangible Assets 0.00
Total Fixed Assets 4,187,695.81
Other Assets
16025 · Main Investment Portfo 21,783,763.45
17025 · RAB Investment Portfolio 3,529,339.39
18025 · Capital Investment Portfolio 420,348.93
19025 · CR Investment Portfolio 878,416.22
Total Other Assets 26,611,867.99
TOTAL ASSETS 33,154,883.48
LIABILITIES & EQUITY
Liabilities
Current Liabilities
Accounts Payable
20001 · Accounts Payable 86,689.01
Total Accounts Payable 86,689.01
Credit Cards
21310 · Credit Card - Piecuch 7437 458.02
Total Credit Cards 458.02
7:57 AM Bloedel Reserve
09/16/25 Balance Sheet
Accrual Basis As of December 31, 2024
Page 1
Dec 31, 24
Other Current Liabilities
23000 · Accrued Auction Estimated Costs 17,250.00
23100 · Accrued Vacation Payable 101,381.02
23300 · Accrued Payroll Tax Payable 2,665.52
23400 · Accrued 401k Payable 967.87
23600 · Salaries & Wages Payable 29,383.57
26025 · Deferred Revenue 320,795.54
Total Other Current Liabilities 472,443.52
Total Current Liabilities 559,590.55
Total Liabilities 559,590.55
Equity
31102 · RAB Endowment Earnings-Temp Res 758,640.01
32000 · Unrestricted Net Assets 2,735,928.97
32101 · RAB Endowment-Perm Restricted 2,626,754.99
32102 · CR Endowment - Perm. Restricted 716,045.00
32103 · CR Endowment Earning- Temp Res 127,309.00
33000 · Net Assets - Donor Restricted 1,207,472.00
34000 · Net Assets w/ Donor Rest.175,000.00
35000 · Net Assets 23,573,297.80
Net Income 674,845.16
Total Equity 32,595,292.93
TOTAL LIABILITIES & EQUITY 33,154,883.48
7:57 AM Bloedel Reserve
09/16/25 Balance Sheet
Accrual Basis As of December 31, 2024
Page 2
Jan - Dec 24
Ordinary Income/Expense
Income
3 · Unrestricted Support (Header)1,187,055.62
4 · Temp. Restricted (Header)152,628.00
5 · Earned Revenue (Header)1,671,255.88
Total Income 3,010,939.50
Cost of Goods Sold
50500 · Cost of Goods Sold 115,787.52
Total COGS 115,787.52
Gross Profit 2,895,151.98
Expense
50001 · Payroll & Benefits (Header)3,303,432.13
50002 · Grounds (Header)68,828.54
50003 · Repairs & Maintenance (Header)67,890.01
50004 · Program & Events (Header)96,058.78
50005 · Fundraising (Header)5,310.26
50006 · Membership (Header)6,971.42
50007 · Retail (Header)2,240.29
50008 · Advertising (Header)66,585.30
50009 · Bank Service Fees (Header)66,809.57
50010 · Copy & Print (Header)40,575.21
50011 · Equipment (Header)13,222.81
50012 · Lease & Service (Header)40,712.33
50013 · Insurance, Tax, License (Header 120,245.03
50014 · Outside Computer (Header)93,761.37
50015 · Postage & Shipping (Header)3,851.43
50016 · Professional Dev. (Header)16,423.37
50017 · Professional Services (Header)260,751.24
50018 · Supplies (Header)63,351.34
50019 · Travel (Header)5,228.61
50020 · Utilities (Header)57,078.55
50021 · Other (Header)3,265.96
Total Expense 4,402,593.55
Net Ordinary Income -1,507,441.57
Other Income/Expense
Other Income
49000 · Miscellaneous Income 9,825.00
70000 · Interest Income 66,901.41
72000 · In Kind Contribution 12,731.24
80001 · Investment Income (Header)2,303,730.42
Total Other Income 2,393,188.07
7:56 AM Bloedel Reserve
09/16/25 Profit & Loss
Accrual Basis January through December 2024
Page 1
Jan - Dec 24
Other Expense
60200 · Depreciation Expense 147,006.04
80500 · Investment Account Fees 63,895.30
90001 · Capital Expenditures (Header)0.00
Total Other Expense 210,901.34
Net Other Income 2,182,286.73
Net Income 674,845.16
7:56 AM Bloedel Reserve
09/16/25 Profit & Loss
Accrual Basis January through December 2024
Page 2
Bloedel Reserve: IRS Letter