Southampton History Museum

Southampton, NY   |  www.southamptonhistory.org

Mission

The mission of the Southampton Historical Museum is to preserve and promote the history and culture of Southampton to diverse audiences.

Notes from the nonprofit

The Southampton Historical Museum is located in a world class summer resort with rapidly increasing development and rising tourism from around the globe. The Museum's biggest challenge is to continue promoting the preservation of Southampton's long history by adapting to new audiences to ensure its ancient past is not forgotten.

Ruling year info

1994

executive director

Mr. Tom Edmonds

Main address

P.O.Box 303

Southampton, NY 11969 USA

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EIN

11-6027807

NTEE code info

Museum & Museum Activities (A50)

Libraries, Library Science (B70)

Single Organization Support (W11)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The Village of Southampton's year-round population is declining 1% a year and the median price for a home is now $1.700,000. Staff are not paid a living wage and most are now living an hour away. The museum's base of local volunteers and members are rapidly declining with a decline in annual appeal and membership revenues. An increase in special events have enabled the museum to sustain operating expenses. An endowment and a planned giving program needs to be established. Luckily this has not yet affected our education and adult programs. New audiences are being reached in a broader region through improved publicity. Our combined visitor attendance, at 4 separate properties, was nearly 40,000 in 2017.

Our programs

SOURCE: Self-reported by organization

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

Rogers Mansion Museum Complex

The Southampton History Museum manages 4 separate properties with 14 historic buildings. This is the main program and administrative center. The Rogers family established a farm at this site in 1648. A 1750 farmhouse was expanded into a Greek revival mansion in 1843 by whaling Captain Albert Rogers. In 1899 Samuel L. Parrish, a wealthy NYC philanthropist purchased the property and added extensive wings to create a Gilded Age mansion. Today the one acre site has 12 historic buildings listed individually on the National Register of Historic Places including a blacksmith shop, carpenter's workshop, carriage house and a one room schoolhouse.
The Mansion is located at 17 Meeting House Lane and is open March to December, Wednesday through Saturday, 11 am to 4 pm. The complex grounds are open year-round from sunrise to sunset.

Population(s) Served
Adults
Children and youth

Where we work

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

SOUTHAMPTON HISTORICAL MUSEUM GOALS 2018 – 2022

Audience Engagement: Develop and expand SHM as a valued community resource that attracts a diverse audience through branding, promotion, and partnerships.

Buildings and Collections: Pursue building and site preservation and upgrades to increase visitation, enhance the visitor experience, and meet the growing needs of the SHM mission and the community. Ensure the Museum’s library/archives/object collections are accessibility to diverse audiences according to professionally accepted standards for research and enjoyment.

Financial Growth and Sustainability: Develop a plan of financial growth and sustainability that focuses on prudent management of current income and investments, diversifies annual sources of income, and grows planned gifts.
Organizational Infrastructure: Actively plan for sustainable organizational growth by developing SHM’s human resources to meet the goals of this plan and ensure that Board, staff, and volunteers have

SHM GOALS 2018 – 2022
1. Audience Engagement: Develop and expand SHM as a valued community resource that attracts a diverse audience.
2. Buildings and Collections: Pursue building and site preservation and upgrades to increase visitation. Ensure collections are accessible and follow professionally accepted standards.
3. Financial Growth and Sustainability: Develop a plan of financial growth and sustainability and grows planned gifts.
4. Organizational Infrastructure: Actively plan for sustainable organizational growth by developing SHM’s human resources to meet the goals of this plan and ensure that Board, staff, and volunteers have the information and tools they need to excel in their roles, and by overseeing the development of Site Plans for the four Museum properties.
5. Programs and Research: Offer a well-rounded roster of interactive programming for adults, families, and children that fosters the public’s understanding and appreciation for Southampton history.

A Strategic Plan was created and approved in 2018 to meet SHM's Goals
The Strategic Plan forms part of a package of planning and reporting activities. The Plan provides a set of broad goals, specific strategies and a framework for achieving them over the next five years, and provides the working tool and basis for:
1. Development of annual work plans for staff, board and committees, and meeting agendas
2. Development of the annual operating and capital budgets
3. Board of Trustees recruitment
4. Identification of committees and task forces
5. Annual performance reports of Staff, Executive Director and Board of Trustees
6. The Annual Report and other stakeholder communications (including fundraising appeals)
7. Other performance reports to stakeholders, including fundraisers and government agencies

The Strategic Plan was approved in May, 2018. A report evaluating accomplishments will be prepared in April, 2019.

Financials

Southampton History Museum
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Operations

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

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
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  • Compare nonprofit financials to similar organizations

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Southampton History Museum

Board of directors
as of 02/08/2022
SOURCE: Self-reported by organization
Board chair

Ms. Marge Sullivan

Ed Moneypenny

St. Joseph's University

Gerald Adams

Stephanie Hill

Sean Deneny

Town & Country R.E.

Patrick Edwards

Pastor St. Johns

David Granville

Corcoran R.E.

Doug Halsey

Douglas M. Halsey, P.A.

Alexandra Halsey-Storch

Twomey, Latham, LLP

Steven Krawciw

ABLE Markets

Elizabeth Lear

Lear & Mahoney

Kate Milligan

Corcoran R.E.

Linda Stabler-Talty

Kerin Guidera

Bourke Flanagan & Asato

Bob Beck

Meghan Bishop

Hampton Bays Public School

Averitt Buttry

Corcoran R.E.

Jay Diesing

UBS

Zach Epley

Seafield Center

John Rachel

Rachel Lynch Pools

Hilary Woodward

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and 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? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 9/25/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data