PLATINUM2024

Ossabaw Island Foundation, Inc.

Revealing the voices and mystery of Ossabaw Island

aka TOIF   |   Savannah, GA   |  www.ossabawisland.org

Mission

The Ossabaw Island Foundation through a public-private partnership with the State of Georgia, inspires, promotes, and manages exceptional educational, cultural and scientific programs that are designed to maximize the experience of Ossabaw Island, while minimizing the impact on the island's resources.

Notes from the nonprofit

Who is the Ossabaw Island Foundation? (TOIF) The Ossabaw Island Foundation was established in 1994 and received its 501(c)3 public charity status in 1998. Our Vision To reveal the voices and mystery of Ossabaw Island. The Ossabaw Island Foundation Strategic Plan 2023 2025 2 Our Mission The non-profit Ossabaw Island Foundation (TOIF), through a partnership with the State of Georgia, inspires, promotes, and manages educational, cultural, and scientific programs and facilities designed to maximize the experience of Ossabaw Island, while minimizing the impact on the islands resources. Our Values Stewardship of Ossabaw Island and its resources while facilitating island access where humans lightly tread, through adhering to the letter and the spirit of Ossabaw Island Heritage Preserve, the terms of the sale of the island, and the Use Agreement requirements. Excellence in education and scholarship through the integration of disciplines. Passion and Respect for Ossabaw Islands unique role

Ruling year info

1980

Executive Director

Elizabeth Egleston DuBose

Main address

13040 Abercorn St. Suite 20

Savannah, GA 31419 USA

Show more contact info

Formerly known as

Ossabaw Foundation

EIN

58-1397054

NTEE code info

Single Organization Support (C11)

Arts, Cultural Organizations - Multipurpose (A20)

Education N.E.C. (B99)

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

After 25 years of partnership with the State of Georgia in managing Ossabaw Island, The Ossabaw Island Foundation (TOIF) has embarked on a new and expanded role on Ossabaw with the 2021 inclusion of the Torrey West Estate in the Ossabaw Island Heritage Preserve. As TOIF looks to the future, the vision for our organization is one of expansion: increased island use, balanced with protection of resources; expansion and diversification of programming with continued focus on partner-led programs; expansion of university-level island use and Ossabaw-related research; and completion of renovations to all buildings in TOIFs Use Agreement, including the Torrey West Estate buildings and the Williams-Brownlee Tabby Cabin. To facilitate this expansion, TOIF will be led by an engaged Board of Trustees and staff, with sustainable financial resources and a committed community of supporters providing advocacy and financial support for the island and TOIF.

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?

Teacher Training: STEM

The Ossabaw Island Foundations programs include the restoration of historic buildings located on the island, coordinating visits to the island for educational groups, researchers and artists. Primitive camping is available as well as dorm style accommodations in the 1880s Club House.

Population(s) Served
Adults

Archaeological studies, historic preservation, document based research and oral histories are uncovering layers of stories that reveal the lives of the disparate people living on Ossabaw Island over the centuries. Funded by a National Endowment of the Humanities grant.

Population(s) Served
Adults

Where we work

Awards

Excellence in Restoration 2010

Georgia Trust for Historic Preservation

Excellence in Restoration 2003

Historic Savannah Foundation

11 Most Endangered List 1995

National Trust for Historic Preservation

Excellence in Restoration 2009

Historic Savannah Foundation

Excellence in Outreach and Collaboration 2017

Coastal Museum Association

Excellence in Education and Interpretation 2017

Coastal Museum Association

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Maximum number of participants allowed on field trips

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Children and youth

Related Program

Interpreting African American life on Ossabaw

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

No more than 35 people are allowed on a day trip to Ossabaw Island

Average price of field trip tickets

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Adolescents

Related Program

Interpreting African American life on Ossabaw

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Ticket price includes boat transportation to the island and back and a guided tour while on the island.

Total number of guided tours given

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Adolescents, People of African descent

Related Program

Interpreting African American life on Ossabaw

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

This is the total number of learners who came to Ossabaw Island in one year.

Number of program days on Ossabaw Island

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Adolescents

Related Program

Interpreting African American life on Ossabaw

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

This represents the number of days we offer programming on the island.

Number of nights spent on Ossabaw Island by groups

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Related Program

Teacher Training: STEM

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

This is the total number of nights spent on Ossabaw Island by a group.

Number of groups who visited Ossabaw Island

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Total number of organized groups who visited Ossabaw Island through the Ossabaw Island Foundation.

Number of free participants on field trips

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, People of African descent

Related Program

Interpreting African American life on Ossabaw

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

We offer three fee free trips a year. One Super Museum Sunday, Lift Every Voice. and Heritage Day

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

Our vision and goals for the future is:

Increased island use, balanced with protection of resources.
Expansion and diversification of programming with continued focus on partner-lead programs.
Expansion of university level island use and Ossabaw-related research through the Ossabaw Island Education Alliance.
Renovations to the Torrey-West estate buildings and the Williams tabby cabin.

The Ossabaw Island Foundation (TOIF) is well-positioned to reach the following organizational
destination by July 31, 2028. This is TOIFs five-year vision. Elements of this vision that are
already occurring are indicated by an M for maintain following a sentence.
1. Island Use
i. Island use will be between 3,000 and 3,500 visits per year. Island use capacity
(including the Torrey West House and Little Torrey House) will be 3,500 visits per
year. This new capacity level will result from the completion and bringing into use
of the Torrey West campus buildings, which will have occurred prior to 2028.
ii. Island use by University System of Georgia will comprise 10% of island use (300
- 350 visits per year).
iii. TOIF-organized programs will average one day per month, with no month
exceeding three TOIF programs. Island users will include first-time groups and
returning groups. (M)
2. Programming and island interpretation
i. Each program year will be a balance of programming comprising returning users
and first-time users. (M)
ii. Third-party contracted walking day trip tours will be evaluated for compatibility
with the island use plan. (M)
iii. Off-island formal programming will be 2 - 3 days per year. (M)
iv. Research related to interpreting the Williams tabby will be complete and
incorporated into the interpretive scripts. Deeper research into the Ossabaw
Island Project will be complete and incorporated into interpretive scripts for the
Torrey West House, Little Torrey House, and Garage. An interpretive script will
be formalized, and all interpreters will be trained on the script as their basis for
leading island visits, based on new material included above.
3. Education and Research
i. Maintain knowledge of existing scientific research on Ossabaw and, when
feasible, encourage new research.
The Ossabaw Island Foundation Strategic Plan 2023 2025 8
4. Facilities and equipment
i. All TOIF-managed buildings will be in good or excellent condition.
ii. The Torrey West House restoration/redevelopment will be completed.
iii. The Little Torrey House, Torrey Garage, and Williams-Brownlee Tabby
restoration/redevelopment/interpretation will be completed.
iv. All TOIF-owned vehicles (trucks, utility vehicles, and boats) will be in good or
excellent condition. (M)
v. An equipment assessment will be completed to identify any gaps in equipment
resulting from completion of all restoration.

The purpose of this document is to chart a course for the Ossabaw Island Foundation for the
next 2 - 5 years, from August 1, 2023 - July 31, 2028. It includes our vision for the organization
in 2028, and a two-year strategic plan for August 1, 2023 - July 31, 2025. This plan was
developed by the Ossabaw Island Foundation Strategic Plan Task Force, with input from the
Ossabaw Island Foundation (TOIF) Board of Trustees and from TOIF staff. It was adopted by
the Board on November 9, 2023.

5. Staffing
i. TOIF will employ adequate staff. Their work will be supplemented by a contract
team for island hosting that is trained and has experience hosting groups. (M)
ii. A Torrey West House staffing plan will be complete and implemented and will
include full and part-time staff, contractors, and volunteer labor. Consider hiring
someone as OIEA staff as part of the staffing plan.
6. Finances
i. TOIF will continue its transparent and effective fiscal management through a
clean yearly audit, operating revenue that exceeds expenditures between 3%
and 25%, with no or limited debt liability, and assets mostly in cash, with the
exception of the island furnishings and equipment. (M)
ii. TOIF will have an annual development plan that generates 2/3 to 3/4 of our
operating budget. (M)
iii. Island use fees will support 1/4 to 1/3 of the budget. (M)
iv. An endowment will be established for future operating funds and will be funded at
5% of its goal, with a plan in place to raise the remaining 95% over ten years.
v. All capital funding for the Torrey West House and other buildings will be in-hand
or spent.
7. Governance
i. TOIF will continue to be a welcoming organization that works in partnership with
the board, island users, funders, DNR, the University System of Georgia, other
State of Georgia agencies, and the general public.
ii. TOIF will have a strong and diverse Board of Trustees that is informed and
engaged with TOIFs work, is familiar with TOIF programming and facilities, and
supports TOIF through advocacy, financial contributions and attendance at
events and programs. (M)
iii. TOIF will strive to strengthen our relationship with DNR at all levels, and with all
other State of Georgia partners.
8. TOIF Community
i. The TOIF community will consist of repeat visitors, new visitors, and partners
who provide enthusiasm, advocacy, and financial support to TOIF. (M)
ii. TOIF will expand its outreach across Georgia. Outreach will include educational
programming and requests for financial support. Outreach focus will continue to
prioritize island users (recent and repeat visitors) while developing creative ways
to engage supporters.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To strengthen relationships with the people we serve

  • Which of the following feedback practices does your organization routinely carry out?

    We aim to collect feedback from as many people we serve as possible

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback

Financials

Ossabaw Island Foundation, Inc.
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Operations

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

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Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Ossabaw Island Foundation, Inc.

Board of directors
as of 01/29/2024
SOURCE: Self-reported by organization
Board chair

Leigh Goff

J. Truitt Eavenson

Retired

Susan Hancock

Abshire

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? Yes

Organizational demographics

SOURCE: Self-reported; last updated 1/29/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 08/23/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.