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Sargent-Murray-Gilman-Hough House Assn

 49 Middle Street
 Gloucester, MA 01930
[P] (978) 281-2432
[F] --
www.sargenthouse.org
[email protected]
Barbara Silberman
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INCORPORATED: 1917
 Printable Profile (Summary / Full)
EIN 04-6038785

LAST UPDATED: 04/24/2015
Organization DBA Sargent House Museum
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

The mission of the organization is: to engage the public in the life, times, work and home of Judith Sargent Murray, pioneering advocate of women's education and equality.

Mission Statement

The mission of the organization is: to engage the public in the life, times, work and home of Judith Sargent Murray, pioneering advocate of women's education and equality.

FinancialsMORE »

Fiscal Year Sept 01, 2013 to Aug 31, 2014
Projected Income $139,200.00
Projected Expense $132,700.00

ProgramsMORE »

  • Judith Speaks

Revenue vs. Expense ($000s)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

The mission of the organization is: to engage the public in the life, times, work and home of Judith Sargent Murray, pioneering advocate of women's education and equality.

Background Statement

Association founded in 1917 to preserve home of Rev. John Murray and his wife, Judith Sargent Murray, a Georgian style home built in 1782.  John Singer Sargent, her great great nephew, among founders.  Rev. Murray was the first Universalist minister in the US brought here by Judith's father.  He went on to start 1st Universalist church in US, in Gloucester.  This congregation including the Murrays sued the Congregational church for relief of payment of church taxes.  This successful case was the 1st heard by the MA Supreme Judicial Court and the decision formed the basis of the doctrine of separation of church and state.  Judith Sargent Murray was important in her own right as the country's eariest feminist, who wrote letters, essays, poems and plays advocating a woman's right to an equal education, a partnership in marriage and the right to independent paid work.  She wrote her seminal essay, "On the Equality of the Sexes" in the house. Most of the people who visit the house don't know that women didn't always have any of these rights and could not vote.  

For many years the Asociation was managed by a family member.  In 1992 a curator was hired and the focus of the house was changed to acknowledge the importance of Judith Sargent Murray.  In 2005, a seasoned museum professional and historian became board chair. With the board's backing, term limits were introduced, strategic plannning was initiated, and studies of building needs and collections conservation issues were completed.  A new annual fundraiser was instituted that was mission-related and the use of quasi-endowment principle was stopped. In the intervening years, a CPA became treasurer, records were digitized, and programs were held on a regular basis.  Since then, the board has nearly turned over and a new President began his term in Oct.  In Jan, 2013, a large grant was awarded for development and that has allowed the organization to project a balanced budget for this fiscal year.  
The organization is still underresourced and underfunded, there is still a lot of conservation work to be carried out on the collections and building issues to be addressed.  However, the organization and its collections are in much better shape than they have been for decades.   

Impact Statement

Impact 2013
Updated strategic plan with one year goals 
Increased visitation by 20%,
Opened grounds for public use and staged block parties, picnics, readings and plays
Developed storage space for collections and began digitization of collections records
Overall impact or outcomes are improved public accessibility, improved programming and a short-term plan. 

Goals for 2014
Begin new strategic planning process
Balance the operating budget 
Increase development activity through increases in Annual Appeal, memberships, grant awards and individual donations--20% over 2013
Complete structural repairs in the basement and conduct climate control study

Needs Statement

Strategic Plan    $30K 
Staffing:  Site Administrator   $60K/yr with taxes and fringe    Educator $50K /yr with taxes and fringe
Experienced board members   3-5
Climate control system to preserve collections including paintings by John Singer Sargent, to preserve building, and to increase comfort level (with heating zones) for staff and visitors--Cost of initial study -$10K
More community partnerships 

CEO Statement

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Board Chair Statement

Growing up in Massachusetts I knew there were people who shared my middle name, Sargent, but it was only when I joined the Sargent House Museum board that I discovered that one of them was an early advocate for freedom of religion and the equality of the sexes, Judith Sargent Murray.
Sharing Judith's story is a collaborative enterprise, involving not only our board and staff but many volunteers from the community. Our current use of social media is not only sharing the story more widely, but also widening the circle of volunteers and supporters. Through partnerships with other Cape Ann organizations we are making the story known to a wider audience in the community. With new partnerships in organizations beyond Cape Ann we hope to share the story nationally.

Geographic Area Served

NORTHEAST REGION, MA
Rockport
Gloucester
Essex
Ipswich
Manchester-by-the-Sea
Beverly
Topsfield
Danvers
Peabody
Newbury
Swampscott
Nahant
Marblehead
Wenham
Hamilton
Boston

Visitors also come from other Boston area communities.  During the summer visitors come from many states and several foreign countries.  

Organization Categories

  1. Arts,Culture & Humanities - Museums
  2. Civil Rights, Social Action, Advocacy - Women's Rights
  3. Arts,Culture & Humanities - Historical Societies & Historic Preservation

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

Judith Speaks

This is an annual program of readings of Judith Sargent Murray's works. They are a mix of inspiring, informative, funny, sad, and relevant to audiences today.  They are read by volunteers from Gloucester and surrounding communities.  This year, we are asking school children and adults to write responses to some of her works, and those will be read aloud at the program as well.  Gift cards for books will be awarded.  After the program, there is an opportunity to ask questions and the house is open for touring.  
Budget  $4,500.00
Category  Arts, Culture & Humanities, General/Other
Population Served Adults Adolescents Only (13-19 years) Aging, Elderly, Senior Citizens
Program Short-Term Success  The most important short-term success is represented by the number of people are who "spreading the word" about the program and who are bringing their friends.  There is also success in the number of new people who volunteer to read each year and the number of teachers who are involved either for one year or on a continuing basis. 
Program Long-Term Success  The most important change that will arise from this program is a renewed sense of who Judith was and why she is still important.  Given the demise of the fishing industry in the community, it is essentail to give people reasons to feel inspired by their past and to take pride in it.  Young women, in particular, need role models and options other than remaining "on island."  This is a very difficult thing to track but we are encouraged by the number of teenage girls who tell us they've never heard of Judith or had no idea what life for women was like in earlier times.  Men, too, are more interested in her and work as evidenced by the increasing number of male visitors.
Program Success Monitored By  It is very difficult to evauate programs in a comprehensive way, given the limited resources.  However, for this program we ask audience members what worked and what didn't and we ask for suggestions for next year.  Board members listen and observe the audience and talk with them after the program, reporting back their observations and comments.  We make a list of those comments and respond to them in the next year's programming.  In the first year, some of the readings were too long, and the program was too long.  The program is held outside and last year people wandered around and others found it distracting.  This year, we are adding writer responses from schoolchildren to encourage more participation by young people and we will ask that people who are late wait until a break in the program to take a seat.  We also count the number of participants from year to year and make notes about some demographic information like age and sex of those attending. 
Examples of Program Success  Approximately 45% of the people attending, report that they are thrilled to learn more about Judith and find her ideals inspiring.  

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Rev. Daniel Sargent Weir
CEO Term Start Oct 2013
CEO Email [email protected]
CEO Experience --
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Ms. Joan Major Ciolino Oct 2005 May 2007
Ms. Martha Oaks 1992 Oct 2005

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

The Museum collaborates with Beauport, Cape Ann Museum, Middle Street Walk Committe, Block Party Committee, First Independent Church of Gloucester, St. John's Episcopal Church, Sawyer Free Library, North Shore Folk Theater, and Generous Gardeners for programming and the use of facilties.  The Museum is a member and uses the services of the Cape Ann Chamber of Commerce, Destination Gloucester and the North Shore Convention and Visitors Bureau and works with all to promote tourism. The Museum is a partner in Harbor Town Cultural District and participates in Harbor Walk activities.  Museum trustees use the services of the Essex County Community Foundation.

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 0
Number of Part Time Staff 1
Number of Volunteers 10
Number of Contract Staff 1
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 2
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 1
Male: 0
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? No
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 3
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures No
Nondiscrimination Policy No
Whistle Blower Policy No
Document Destruction Policy No
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

Umbrella or Excess Insurance
Accident and Injury Coverage

Reporting and Evaluations

Management Reports to Board? N/A
CEO Formal Evaluation and Frequency N/A N/A
Senior Management Formal Evaluation and Frequency N/A N/A
Non Management Formal Evaluation and Frequency No N/A

Governance


Board Chair Reverend Daniel Sargent Weir
Board Chair Company Affiliation SHM President; Retired Presbyter in The Episcopal Church
Board Chair Term Oct 2013 - Oct 2016
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Lise Breen Gloucester Volunteer, City of Gloucester Voting
Ms. Joy Hennessey Fifth-grade teacher, Rockport Elementary School Voting
Ms. Amanda Hurd Arts Administrator, ret. Voting
Dr. Tamara Leaf PsyD Massachusetts General Hospital Voting
Ms. Jo-Ann Michalak former Director of Tisch Library, Tufts University Voting
Ms. Christina Rafter Real Estate Broker Voting
Mr. Gordon Ulen SHM Treasurer; CPA, Retirement Financial Center Voting
Rev. Daniel Sargent Weir SHM President; Retired Presbyter in The Episcopal Church Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 8
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 6
Male: 2
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Building
  • Collections
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Nominating
  • Program / Program Planning

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Fiscal Year Sept 01, 2013 to Aug 31, 2014
Projected Income $139,200.00
Projected Expense $132,700.00
Form 990s

2012 990 PF

2011 990 PF

2010 990 PF

Audit Documents

2012 Financial Compilation

2011 Financial Compilation

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2012 2011 2010
Total Revenue $68,194 $100,030 $87,859
Total Expenses $52,903 $135,409 $51,215

Prior Three Years Revenue Sources

Fiscal Year 2012 2011 2010
Foundation and
Corporation Contributions
-- -- --
Government Contributions $3,131 $15,381 $38,645
    Federal -- -- --
    State $3,131 $15,381 $38,645
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $8,249 $39,887 $15,034
Indirect Public Support -- -- --
Earned Revenue $3,294 $5,111 $4,154
Investment Income, Net of Losses $36,715 $35,674 $20,319
Membership Dues $8,070 $2,577 $7,982
Special Events $8,735 $1,400 $1,725
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2012 2011 2010
Program Expense $26,697 $117,334 $29,782
Administration Expense $26,206 $18,075 $21,433
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.29 0.74 1.72
Program Expense/Total Expenses 50% 87% 58%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2012 2011 2010
Total Assets $688,996 $673,705 $709,539
Current Assets $13,214 $13,569 $31,003
Long-Term Liabilities $0 $0 $0
Current Liabilities $6,500 $6,500 $6,500
Total Net Assets $682,496 $667,205 $702,584

Prior Three Years Top Three Funding Sources

Fiscal Year 2012 2011 2010
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line No
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2012 2011 2010
Current Ratio: Current Assets/Current Liabilities 2.03 2.09 4.77

Long Term Solvency

Fiscal Year 2012 2011 2010
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

Our collection includes a number of articles which are very difficult to maintain because of their age and their environment. The House, the largest article in our collection is over 200 years old and sits on a hill over looking Gloucester Harbor. The salt air and ocean storms are take their toll on the physical building. The House also houses the other articles in our collection and with it being over 200 years old means the humility levels vary from bad to very bad, causing our collection to always be at risk to damage over the long term.
We have a Quasi-Endowment of $386,000 as of the end of December 2013, which is up 17% in the last two years, with no additional contributions.

Foundation Comments

Financial summary data in charts and graphs are per the organization's financial compilations. Please note both the FY2012 and FY2011 compilation have notes regarding the accounting used detailing that the statements are prepared on a modified cash basis of accounting with a departure from the modified cash basis of accounting for depreciation of assets acquired prior to August 31, 1977.  Please see the letter in both compilations for more detail.
 

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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