Arts, Culture, and Humanities

Marco Island Historical Society

  • Marco Island, FL
  • http://www.theMIHS.org

Mission Statement

The mission of the Marco Island Historical Society (MIHS) is to preserve and share the history and heritage of Marco Island and the surrounding communities. The Society, founded in 1994, is dedicated to the discovery, research, acquisition and preservation of the multi-faceted history of Marco Island, the neighboring islands and communities. The MIHS uses its museum complex (completed in 2010) to help fulfill its goals of educating and informing residents and visitors of our rich cultural heritage. The MIHS seeks not merely to preserve the remaining pieces of Marco's past, but to educate the public about the area's complex history so that residents and visitors will be inspired to preserve their cultural resources whether on Marco Island or in their own hometowns.

Main Programs

  1. Permanent Exhibits, Key Marco Artifacts Loan/Display, Windows and Doors to History, Programs for Adults and Children
Service Areas

Self-reported

Florida

The MIHS serves Marco Island and the surrounding communities of Goodland and the Isle of Capri, but it has a much wider impact geographically. Our work (especially our collaborative efforts with other organizations and outreach to school children) extends throughout Southwest Florida. Marco Island is a resort destination with many international visitors who also visit the Marco Island Historical Museum, especially because of the Calusa Indians whose culture is world renowned.

ruling year

1997

Principal Officer since 2015

Self-reported

Mrs. Patricia Rutledge

Keywords

Self-reported

History, Archeology, Museum, Key Marco Cat, Historical Society, Marco Island

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EIN

59-3425001

 Number

4574483519

Contact

Cause Area (NTEE Code)

Historical Societies and Related Activities (A80)

Historical Societies and Related Activities (A80)

Historical Societies and Related Activities (A80)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Programs

Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program 1

Permanent Exhibits, Key Marco Artifacts Loan/Display, Windows and Doors to History, Programs for Adults and Children

The MIHS is engaged in the following programs:Completing the permanent exhibit halls inside the Marco Island Historical Museum.Completing the Windows & Doors to History ~ local & nationally renowned artists have been commissioned to create original art on the museum's exterior windows & doors to bring history and prehistory "to life" as the museum's exhibits are being completed. The museum building will become its own exhibit showcasing Marco Island's rich heritage.Obtaining the Key Marco (Calusa) Artifacts on Loan for Display - The MIHS and its Collier County Museum partner are in the beginning stages of securing the original artifacts excavated on Marco Island in the late 1800s to be exhibited at the Marco Island Historical Society Museum.The MIHS is creating programs, sponsoring lectures and field trips which not only complement the three programs noted above, but can be adapted for school programs.

Category

Population(s) Served

Other Named Groups

General Public/Unspecified

Budget

Charting Impact

Self-reported by organization

Five powerful questions that require reflection about what really matters - results.

  1. What is the organization aiming to accomplish?
    The first 15 years of the MIHS's history were marked by a series of accomplishments that culminated in the opening of the MIHS Museum and the Rose History Auditorium (RHA). Fueled by a single-minded passion to preserve history and to share Marco's rich cultural legacy dating back almost 7000 years, the organization blossomed into a respected institution on and off Island. Not until the economic downturn of 2008-9 did the MIHS experience a setback. Although the MIHS had doggedly finished its campaign right through the worst of the downturn, Collier County was unable to completely fulfill its end of the agreement. The MIHS and the County did open the museum, but it was apparent that the temporary gallery displays were merely placeholders. From 2010 to early 2013, the MIHS continued to offer programs and work with the County museum system to bring a series of displays into the special exhibits gallery. However, this level of activity was not satisfactory, and the MIHS, discontented with the lack of progress in finishing the exhibits, was ready by the summer of 2013 to move forward, and looked outside the institution for direction and momentum. MIHS leadership turned to the Community Foundation for a grant to fund a strategic plan and hired back the consulting firm that had led the MIHS through its successful $4.5 million campaign. Work on the strategic plan began late in 2013 and was completed by the spring of 2014, just as the MIHS turned 20. The MIHS was eager to return to its normal pace of activity and, working with the consultant, identified four main goals. These goals were designed to catapult the organization forward both internally and externally and to fulfill its mission ""to preserve and share the history and heritage of Marco Island and the surrounding community."" Although it was easy to identify the first goal—to complete the exhibit halls—the other three goals needed to place the MIHS back on a growth track to assure that the institution would continue to meet its mission in its third decade and beyond. The goals are summarized below: Completing the Museum Exhibit Halls. Although this project needed to be the primary responsibility of Collier County, the MIHS and the County museum system needed to rebuild the County/MIHS partnership which had become understandably frayed by the County's inability to fulfill its role in building the exhibits. Return the Key Marco Calusa Artifacts on Loan for Exhibit. During the museum building campaign, the MIHS had anticipated bringing back on loan many of the original Key Marco artifacts excavated in the late 1800s. Currently only a handful of the 2000 artifacts recovered during the Cushing expedition are housed in South Florida. Instead, these priceless objects are held at the Smithsonian, the Florida Museum of Natural History, the University of Pennsylvania, and the British Museum. Evolve the Board Governance Structure & Add Staff. For almost 20 years, the MIHS had been run exclusively by volunteers. Building the museum and opening the RHA meant that the MIHS Board needed to evolve its role from providing hands-on support for running the entire organization to focusing only on fundraising and governance. Staff would need to be hired (full- and part-time and contractual) to manage the daily operation and projects necessary to execute the MIHS Strategic Plan. Secure Short and Long Term Finances. To fund the strategic plan and secure its future operations the MIHS needed to address fundraising over the short and long term. Focusing on all four goals would allow the MIHS to fulfill its role of educating and informing residents and visitors of the importance of protecting and preserving a community's cultural heritage for future generations.
  2. What are the organization's key strategies for making this happen?
    The MIHS Strategic Plan was adopted almost 18 months ago. The work to accomplish each goal was divided among select MIHS committees. As staff has been added they too have become part of the implementation team. The September 2015 Board meeting will be dedicated to reviewing the Strategic Plan. The consultant who helped develop the plan will join us for that meeting to provide an objective assessment of our work and any needed fine tuning and/or recommendations. The strategies employed to meet each goal are summarized below: Completing the Museum Exhibit Halls. For this goal, the MIHS sought the assistance of the Collier County Commissioner for Marco Island, Donna Fiala, who, having served on the boards of various cultural organizations, understood the cultural and economic importance of museums. Seeing the MIHS exhibits completed would not only be a source of civic pride, but museums also contribute to the local economy. Recent statistics from the American Alliance of Museums statistics note that: ü 78 percent of all US leisure travelers participate in cultural or heritage activities. ü Museums directly contribute $21 billion to the US economy each year. Commissioner Fiala set up and facilitated the first few meetings with the MIHS, the County Manager, and the Public Services Deputy Manager. After the initial meetings, the MIHS and the County made a commitment to continue meetings quarterly on their own. Both the County and the MIHS set the agendas with tasks and budgets to meet their joint projects. These meetings have become integral to the success of the partnership. Not only has work moved forward rapidly to build the permanent exhibits, but these meetings allow the partners to work on a variety of projects collaboratively. Return the Key Marco Calusa Artifacts on Loan for Exhibit. The ongoing meetings between the County and the MIHS have included the goal of seeing the Calusa artifacts return to Marco Island for a series of exhibits. County museum staff readily understand the importance of completing the permanent exhibits. Before the four major institutions housing the artifacts in their collections will lend such valuable artifacts to the Marco Museum, it must establish a track record for managing the museum and its collections. Only when the permanent exhibits are finished will it be appropriate to put the Key Marco Cat and other Calusa objects on display, because the main exhibits provide the necessary historical and cultural context to understand the Calusa culture. Evolve the Board Governance Structure & Adding Staff. To facilitate this goal, MIHS President Pat Rutledge has made the extraordinary commitment to also perform the duties of Executive Director. A retired senior executive from Pitney Bowes, Rutledge has volunteered at the MIHS for the past four years. She was elected to the Board in 2012 and, during 2013, served as MIHS President Elect. Rutledge served on the Strategic Planning Committee and has used the plan to guide the MIHS. From her vantage point as Executive Director & President, she is able to help the Board make the transition from hands-on operations to focusing on fundraising and governance. Working with the Treasurer and Finance Committee, Rutledge has also been able to begin adding staff to manage key MIHS operations. Secure Short and Long Term Finances. Following the completion of its Strategic Plan, the MIHS retained a fundraising consulting firm to conduct a Feasibility Study in the spring of 2014 to gain an unbiased view of how the community would respond to the Strategic Plan. The results of the Study drove the campaign planning, which called for implementing a capital & operational/programmatic campaign to raise $1.2 million over a two-year period and build the Endowment Fund by establishing a planned giving program.
  3. What are the organization's capabilities for doing this?
    Since the MIHS was founded in May 1994, and we have learned about the different people who have come before us here on Marco and in southwest Florida. Our respect for them deepens with everything we discover. That respect imbues all of our work and is at the heart of our mission. Bringing the past to the present as we do allows us to recognize the role we ourselves play in making as well as preserving history. When we reflect on our 20 years as an organization and assess our efforts, we can easily see three distinct traits that we believe have kept the MIHS on track with all projects and contributed to our success. Those traits are: We are mission-driven. We love bringing history to life, whether through programming, building exhibits, conducting archaeological digs, or interpreting the past thru our living history plays, that enthusiasm infuses all our MIHS activity. Sharing history has never seemed like work, it is, simply put, our passion. We have created a culture for fundraising. The MIHS has always understood that fundraising was essential to our work. Fundraising became second nature and part of our organizational culture. In that spirit, we created the first Green Flash Bash on Marco Island, started a Founder's Circle, and managed to lure appraisers from the Antiques Road Show to Marco (twice!) for our own Appraisal Faires. At one point, 26 volunteers were actively engaged in fundraising for the museum complex. The MIHS has always managed to put the FUN in fundraising. The current CATapult Campaign raising $1.2 million to fuel the Strategic Plan reminds the community not only that the return of the Key Marco Cat depends on the success of the fundraising, but that the campaign will (when completed) grow the organization to new heights. Fundraising has become part of our organizational DNA; as we are hiring our first staff members, we are making it clear that they too understand that fundraising is everyone's job. To assure that happens naturally, we are involving staff in fundraising plans, events, and more as the CATapult Campaign continues. We are forging new friendships. As the MIHS has ""grown up"" to become an established cultural organization, we have built relationships with other organizations on and off the Island. We understand that if we are to fulfill our mission, we must help create a culture where all organizations succeed. That is what it takes to build a thriving community. This past week our President/Executive Director spent part of her day volunteering at the YMCA, raising funds and awareness. Several days later the MIHS turned the campus over to Leadership Marco for History Day. The City of Marco, Collier County, the Marco Chamber, the Culture Alliance of Marco Island, and the Marco Players are just a few of the cultural and civic organizations that use the Rose History Auditorium or Marco Museum facilities. Every spring we host Wet Paint Live on our grounds. Across the bridge, we are forging new alliances, especially as we build awareness of the Calusa Indians. In June we participated in a special solstice event with Naples Backyard History and the University of Florida's Randell Research Center (from Pine Island). We expect to develop additional collaborative programs as we build momentum community-wide to bring the Key Marco artifacts back to Collier County. In that same vein the MIHS is a proud supporter of Turtles on the Town and is creating a Calusa-inspired turtle to carry the MIHS spirit to this community project.
  4. How will they know if they are making progress?
    The MIHS is using several methods to assure that we meet the goals of our current strategic plan. - This coming September the MIHS will conduct a retreat with our Board and staff to review current progress against our key goals. - When we began implementing the plan we carefully divided the work among committees and related staff so it would be easier to track. - As staff have been added, performance goals tied to the MIHS Strategic Plan have become part of their annual evaluations. - Recognizing that our leadership has always been one of our best assets, the Strategic Plan includes a plan for adding an Emeritus Board into our organizational structure during 2016. - One of the responsibilities of the Emeritus Board will be to keep our past leadership and key volunteers engaged in the future of the MIHS. - As we move from the current plan into our next goals, we will have the advantage of the Emeritus Board to provide guidance. - Our fundraising goal is monitored by our Campaign Council, which meets monthly to review progress against our fundraising plan. - Although structured fundraising became part of our culture during our original building campaign, we are making sure it becomes a permanent part of our work. - We have just hired an Administrative Coordinator to be responsible for the back office campaign work and managing the database. - She is receiving training from our fundraising consultant, and a procedures manual is being produced to guide current and future fundraising. - The fundraising plan is designed not only to meet the MIHS Strategic Plan goals, but we have embedded ongoing fundraising activity into the campaign so that it will be a natural segue to keep fundraising moving forward. - We have started a Corporate Partners Program, an Annual Fund, and a Cushing Society (planned giving program) to build our endowment fund. These three elements will remain in place after the CATapult Campaign is completed. - The Marco Museum will be using formative evaluation when the permanent exhibits are completed, to ensure the educational content is being effectively communicated. - Together with our Collier County partners, we will conduct a variety of informal tests and surveys to measure how well the messages being ""taught"" in each exhibit are being understood. - Through our docents and special hands-on exhibit carts, we will be able to enhance the exhibit content, as well as update and change supplementary materials and information as needed. - To measure the effectiveness of our programs, this past winter the MIHS begun distributing surveys on site and on line. - Those surveys are being evaluated this summer and improvements to programs will be incorporated into the upcoming season. This past spring we began creating our next ""strategic plan"". Although we are only 18 months into our current plan, it is important we lay the groundwork now for our future projects and budget. The 2020 Vision includes the following: - Working with our Collier County partners to identify what building improvements may be needed to accommodate the priceless Key Marco artifacts for a series of special exhibits. - By the end of 2016, when our current President, who also volunteers as Executive Director, ""retires"" from this post, the MIHS will need to have in place a ""manager."" We are exploring options with Collier County to see if this could or should be a shared position. - Our MIHS Board Treasurer is working closely with Board leadership to create an organizational management chart and priorities through 2020 to allow us to set appropriate fundraising goals and guide where staff or part-time staff need to be hired. - With Collier County Museum staff we will pursue museum accreditation for the Marco Island Historical Museum.
  5. What have and haven't they accomplished so far?
    Completing the Museum Exhibit Halls. The County has funding in its budget to complete the exhibits. The Calusa Gallery opened in November 2014, Modern Marco will open this fall, and work on the final exhibit (the Pioneer Room) will begin in 2016. MIHS leadership meets quarterly with their Collier County partners. They work on a variety of projects collaboratively. The MIHS is currently helping interview candidates for the Museum Manager. This is a Collier County position that works closely with the MIHS. Return the Key Marco Calusa Artifacts on Loan for Exhibit. The MIHS has begun discussions with the four institutions holding the Calusa artifacts. Dr. William Marquardt, the Curator of South Florida Archaeology and Ethnography at the Florida Museum of Natural History, has agreed to serve as a pro bono advisor to the project. Marquardt is the foremost authority on the Calusa. The MIHS added a Collections Manager (the first full time employee). He manages the collections and works cooperatively with the County Museum staff to oversee the design and building of the permanent exhibits. He is also working on the return of the Key Marco artifacts. The MIHS Collections Manager visited with the Smithsonian staff. They have agreed to consider a loan of their Calusa material predicated on an inspection and report by a qualified museum conservator. Collier County has agreed to help fund the conservator's visit. The conservator's work will occur later this year and will drive the planning for the loans and the exhibits. The County has noted that they will continue to work with the MIHS to meet other requirements dictated by the four loaning institutions. Evolve the Board Governance Structure & Adding Staff. The MIHS volunteer Executive Director works 40+ hours a week to see that the strategic plan stays on track. Board Meetings are adopting a consent agenda format to concentrate on executing the Strategic Plan. MIHS Standing Committees are in the process of appointing co-chairs to provide leadership continuity. The Emeritus Board will not be organized until 2016. Besides the Collections Manager, other key positions have been hired including:An Enterprise Manager who focuses on generating revenue for the MIHS through the Gift Shop, programming, renting the RHA, and fundraising events. An Administrative Coordinator to manage the ""back office"" campaign work. A part-time bookkeeper works with the MIHS Treasurer to keep the finances in order and to prepare for an annual audit to be performed starting with the 2015 fiscal year. Consulting positions round out the current team helping with fundraising, public relations & marketing.Secure Short and Long Term Finances. Following the Feasibility Study, the MIHS moved quickly to prepare for a two-year fundraising campaign to raise $1.2 million. A Campaign Council was appointed and campaign material prepared. A campaign plan was created and last fall, to coincide with the organization's 20th Anniversary celebration, the MIHS launched the CATapult Campaign. Board and campaign leadership made their commitments (fall 2014), followed by a leadership and major gifts phase started in January 2015 that will be concluded by late 2015, to be followed by a community phase that will start in 2016. The MIHS has begun an Annual Fund and a Corporate Partners Program that will continue after the current campaign concludes. To build the endowment fund, the MIHS established the Cushing Society to recognize donors now who leave the MIHS in their estate plans or make a gift of $10,000 or more to the endowment. By July 31, the CATapult Campaign had raised $884,338 in gifts and pledges. The consultant is training the Administrative Coordinator to handle fundraising support work. Database/fundraising management software is being purchased in August.
Service Areas

Self-reported

Florida

The MIHS serves Marco Island and the surrounding communities of Goodland and the Isle of Capri, but it has a much wider impact geographically. Our work (especially our collaborative efforts with other organizations and outreach to school children) extends throughout Southwest Florida. Marco Island is a resort destination with many international visitors who also visit the Marco Island Historical Museum, especially because of the Calusa Indians whose culture is world renowned.

Additional Documents

Funding Needs

Contributions;Grants

Affiliations + Memberships

American Alliance of Museums United Arts Council Florida Anthropological Association American Association of State and Local History, Florida Indian Heritage Trail

Florida Association of Museums, Southeastern Museums Association

External Reviews

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

Marco Island Histoncal Society Inc
Fiscal year: Jan 01-Dec 31

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Operations

The people, governance practices, and partners that make the organization tick.

Marco Island Historical Society

Leadership

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  • Board Chair and Board Members
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Principal Officer

Mrs. Patricia Rutledge

BIO

The MIHS has benefited greatly from having an experienced and versatile business executive as its first full time volunteer Executive Director. Patricia Rutledge became MIHS President in 2015 having served as President Elect in 2014. She readily understood the challenges facing the MIHS as it needed a full time manager to implement the Strategic Plan. This past year has been pivotal for the MIHS. New staff positions have been hired and an Executive Director was needed to provide leadership at the organizational level. Rutledge's qualifications have made her the perfect person to fill this key role. She is a retired Pitney Bowes Vice President for Operations with 40 years of senior management experience. In Rutledge's last position at Pitney Bowes she was responsible for managing a 1500 person operation. She is well versed in customer services and support, having working directly with both the customer and vendor side of the Pitney Bowes operation. Other responsibilities included, marketing, project management and working with multiple technology platforms. Retiring to Marco Island full time in 2010, she quickly immersed herself in the community. Rutledge is a graduate of both Greater Naples Leadership (2014) and Leadership Marco (2015). Besides the MIHS, she serves on the Board of the Cultural Alliance of Marco Island and Goodland.

STATEMENT FROM THE Principal Officer

"My husband and I had been visiting Marco Island for years. We moved here full time when we both retired in 2009. It wasn't long before we discovered the Marco Island Historical Society Museum. Shortly after that we found ourselves volunteering in the Gift Shop and with events and programs in the Rose History Auditorium. What drew us in immediately were the people. The MIHS volunteers, members and Board Members were engaging and friendly. I soon found myself becoming a history fan, drawn in by the rich cultural history of our new home, I was hooked! We had only known Marco for its phenomenal location and incredible beaches. Who knew that Marco had a 7000 year history? The MIHS's passion for history was contagious. Meeting the MIHS was a game changer. As I became more active with the MIHS, I read an article in the Newsletter letting members know that Board positions were opening and a few spaces were available. I went for my Board interview and knew that I wanted to serve this dynamic organization. It was one of the best decisions I have ever made and lucky for me, I came on Board shortly before Strategic Planning began in earnest. In 2014 I became President Elect and assumed the President position in 2015. I volunteered to be at the MIHS Monday - Friday and ""work"". This is the part where I should confess that I am straight out of corporate America having served with Pitney Bowes in several senior level positions. Being able to take my skills honed after 40 years in management and help the MIHS, was the perfect job. I honestly was not ready to retire. Being at the MIHS every day helped me understand that the organization needed an Executive Director at this critical juncture. For the first time ever, the MIHS is able to (thanks to the CATapult Campaign) add staff in strategic positions. I willingly took on a dual role and will fulfill this commitment through the end of my term as President in 2016. Even though it is over a year away, we are already exploring the best options for someone to take my place. As a team, we are looking ahead to 2017-2020. The Executive Committee is busy forecasting budgets and reviewing all possibilities for the organizational chart. I am fortunate to be part of this extraordinary team. Working with the MIHS has brought to life for me the famous Margaret Mead quote: ""Never doubt that a small group of thoughtful, committed, citizens can change the world. Indeed, it is the only thing that ever has."" "

Governance

BOARD CHAIR

Mrs. Patricia Rutledge

BOARD LEADERSHIP PRACTICES

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BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?


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CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?


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ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?


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BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?


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BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?