FORT LAUDERDALE HISTORICAL SOCIETY INC
History is a family affair.
FORT LAUDERDALE HISTORICAL SOCIETY INC
EIN: 59-0993499
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
History has different perspectives. Our region's Tequesta First Nation People were decimated by European diseases inadvertently spread by Spanish explorers. The 400 men who came to Broward County in 1895 to build Henry Flagler's railroad were not counted in the census because they were African American. In more recent history, refugees from Cuba and Haiti were greeted with suspicion and sometimes clear dislike by the immigrant nation on the shores of South Florida. Our agency seeks to collect and share the stories of our many South Florida cultures - how each contributed to the establishment, expansion, and prosperity of the current population. Mistakes were made, like the dredging of the Everglades without thought of environmental damage or the restriction of African Americans to the NW quadrant of South Florida cities propagated by the Army Core of Engineers. Knowledge empowers change as we learn from our past to build a better future.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
K - 12 Education
Educational experience with pre and post exercises for public and private school students and home-school groups. Teachers select, in advance of their campus visit, from learning modules in archaeology, anthropology, African American pioneers, engineering, Hispanic culture, Seminole Arts & History, and the Pioneer Experience. Their campus visit includes some of the above modules combined with a full tour of the history museum, 1899 replica school house, and the King Cromartie House Museum.
Museums
The Main Museum exhibits, housed in the 1905 New River Inn - Broward County's first building listed on the National Register, focus on the South Florida's First Nation People, Flagler's Railroad, 1920 Fashion, Military History and early South Florida entrepreneurs. The Pioneer House Museum is a completely restored and furnished home set as if the family will return at any moment. The 1899 Schoolhouse Museum demonstrates the first settlers' concern for education in this pioneer territory.
Research Library
Historical Society maintains and staffs the most significant library and research center for early South Florida life in the region. Society Research Director and Collections Supervisor, along with support staff, provide research assistance to hundreds of authors, attorneys, architects, historic preservation boards, municipalities, property owners, university professors, higher education students, and the general public.
Visual Arts Series
Art installations by local artists showcased in the first floor galleries of the History Museum.
Where we work
Affiliations & memberships
IMLS Grant Award 2022
External reviews

Videos
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsTotal number of fields trips
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth
Related Program
K - 12 Education
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total number of organization members
This metric is no longer tracked.Totals By Year
Related Program
Museums
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Hours of expertise provided
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Research Library
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
total research requests logged in at Hoch expert presentations at conferences, local civic associations, professional organizations. Coordinating Traveling Exhibits at other museums/locations.
Total number of free admissions
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth
Related Program
Museums
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Main Museum ground floor visitation and visitation to traveling exhibits at other locations.
Total number of paid admissions
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth, Families
Related Program
Museums
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Context Notes
Total number of paid museum admissions.
Total number of volunteer hours contributed to the organization
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
To provide an enriching guest experience that demonstrates the diversity of South Florida history.
To offer exceptional educational programs based on the museum's collections.
To grow the museums' collections with important artifacts, oral histories, and documents from South Florida's past and present.
To continuously seek community input for improvement of all programs.
What are the organization's key strategies for making this happen?
Historical Society promotes Seminole Nation artists every year in visual arts exhibits, performances, and exhibits in its permanent collection. A member of the Tribe sits on the Society's Board of Trustees. In a similar way, the Society sponsors African American and Hispanic heritage encounters where present generations can learn the stories of pioneer generations to our region.
Historical Society has expanded its educational programming to include modules in Archaeology, Anthropology, Engineering, Hispanic Heritage, Seminole Culture, and South Florida African American Pioneers. Cultural modules are taught by visiting teaching artists from that tradition. Each module is current with Florida Core Curriculum standards and is adjustable for different age groups.
The museums' collections are constantly expanding. Just this year several pioneer families' collections have been accessioned. The museum staff is currently working on acquiring a significant archaeological collection, and a Smithsonian-worthy local collector's Seminole artifacts. A new oral histories project will launch in 2017 for the Society's 55th anniversary.
Historical Society spent the past year conducting extensive community meetings to seek input on the organization's future mission. One of the projects it has adopted through this process is restoration of the historic Woodlawn Cemetery - Broward County's earliest African American cemetery. Another project born of this community outreach is a new Oral Histories project.
What are the organization's capabilities for doing this?
Historical Society's main museum offers 10,000 square feet of exhibit space. Two exhibit rooms in that museum interpret the Seminole experience and the Tequesta First Nation People. The Schoolhouse Museum honors two significant African American pioneers: Dr. Susie Holly and Sylvia Aldridge. Local African American visual artists and performers are featured at the museums throughout the year. The History Museum works with the Mexican Consulate to promote the South Florida Day of the Dead celebrations and offers exhibit space for all visual artists engaged in this celebration.
The organization's current staff includes 8 staff members dedicated to research, collections management, exhibitions and education. This team oversees all temporary and permanent exhibits, audits and manages all collections, ephemera, and library resources. They word with 2 advisory councils: museum and education, which are comprised of educators and museum professionals representing the diverse populations of the region.
The Society's campus, located on the Riverwalk Linear Park in Fort Lauderdale, lends itself easily to outdoor festivals and museum family fun days. For example, the City holds a Jazz Brunch on the Riverwalk every first Sunday. The History Museum offers free admission to its first floor galleries on that Sunday and invites local visual artists to share their work with visitors.
Historical Society's current collections include 400,000 historic photographic images, 15,000 historic blueprints, 2,500 local historic maps, hundreds of oral histories, a full research library of South Florida History, and 6,000 square feet of artifacts. The collection is supported by a full time curator, a full time education director, and a part time research director. The Society manages a campus of six historic buildings - the largest concentration of historic properties remaining in Broward County.
What have they accomplished so far and what's next?
Historical Society is currently celebrating its 60th anniversary. The future plan is to move the History Museum to a state of the art 2 or 3 story building designed by local architect Art Bengochea & Associates. Mr. Bengochea grew up in South Florida and has a good sense of local history and historic preservation. Historical Society has brought a deputy director on the staff with an eye to succession planning.
The Society has engaged a former curator, Rodney Dillon, who is a recognized and published Florida historian and university professor with over 35 years of experience and a passion for the history of Broward County. Rodney has authored books with Dr. Paul George and with Joe Knetsch, the 2 most recognized living Florida historians. Tara Chadwick, a museum expert with national and international curatorial experience, is curator of exhibits. Tara is Belizean by birth and brings her Mezoamerican artistry and diversity experience to every exhibit that is installed in our museusm. Two staffers with MLS degrees handle research requests and manage the Society's large library and research tools.
The Society's educational programs and exhibits have not yet expanded to include interactive technology. This accomplishment is a critical need expressed in community meetings last year. The Society wishes to send all of its staff and volunteer docents for interpretative training and certification on the national level. Once accomplished this will improve the visitor and the volunteer experience.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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Who are the people you serve with your mission?
We serve residents of and visitors to South Florida.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
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What significant change resulted from feedback?
Our organization recently provided diversity training to the southern command of the US Coast Guard. A senior officer of the local Coast Guard Base realized that his service people were stationed at a base that once was the only African American beach during Fort Lauderdale's segregation period. He was curious about the name change of the state park at his base and began to read about it's important past. We were able to provide an historic background to the segregation of local beaches, the history of the Coast Guard's specific location, and an overview of a name change that occurred at this state park in 2016. We invited a descendant of the African American pioneer for whom the park is now named. It was a deeply rewarding experience and very much appreciated by the Coast Guard personnel.
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We act on the feedback we receive
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2021 info
6.31
Months of cash in 2021 info
6.1
Fringe rate in 2021 info
11%
Funding sources info
Assets & liabilities info
FORT LAUDERDALE HISTORICAL SOCIETY INC
Revenue & expensesFiscal Year: Oct 01 - Sep 30
SOURCE: IRS Form 990
FORT LAUDERDALE HISTORICAL SOCIETY INC
Balance sheetFiscal Year: Oct 01 - Sep 30
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Oct 01 - Sep 30
SOURCE: IRS Form 990
This snapshot of FORT LAUDERDALE HISTORICAL SOCIETY INC’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
Profitability info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | -$34,757 | $219,557 | -$105,428 | $53,841 | $18,202 |
As % of expenses | -6.9% | 38.4% | -18.1% | 10.2% | 3.5% |
Unrestricted surplus (deficit) after depreciation | -$89,193 | $165,286 | -$159,596 | $2,714 | -$32,133 |
As % of expenses | -16.0% | 26.4% | -25.0% | 0.5% | -5.6% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $436,440 | $677,224 | $511,120 | $474,537 | $533,896 |
Total revenue, % change over prior year | -1.0% | 55.2% | -24.5% | -7.2% | 12.5% |
Program services revenue | 17.8% | 13.6% | 13.8% | 9.0% | 7.9% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 4.3% | 1.8% | 6.6% | 4.5% | 2.7% |
Government grants | 42.8% | 25.1% | 19.2% | 59.1% | 59.2% |
All other grants and contributions | 21.2% | 51.6% | 44.8% | 12.2% | 20.3% |
Other revenue | 14.0% | 7.9% | 15.6% | 15.2% | 9.9% |
Expense composition info | |||||
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Total expenses before depreciation | $503,620 | $571,476 | $583,334 | $527,720 | $519,763 |
Total expenses, % change over prior year | -2.3% | 13.5% | 2.1% | -9.5% | -1.5% |
Personnel | 67.8% | 44.6% | 41.2% | 43.1% | 54.7% |
Professional fees | 3.2% | 9.3% | 6.7% | 7.3% | 7.0% |
Occupancy | 0.4% | 0.0% | 0.0% | 0.0% | 0.0% |
Interest | 0.5% | 0.5% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 28.2% | 45.6% | 52.1% | 49.7% | 38.3% |
Full cost components (estimated) info | 2017 | 2018 | 2019 | 2020 | 2021 |
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Total expenses (after depreciation) | $558,056 | $625,747 | $637,502 | $578,847 | $570,098 |
One month of savings | $41,968 | $47,623 | $48,611 | $43,977 | $43,314 |
Debt principal payment | $0 | $0 | $8,880 | $46,502 | $0 |
Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
Total full costs (estimated) | $600,024 | $673,370 | $694,993 | $669,326 | $613,412 |
Capital structure indicators
Liquidity info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Months of cash | 0.6 | 5.6 | 5.9 | 5.2 | 6.1 |
Months of cash and investments | 20.6 | 20.7 | 18.7 | 20.3 | 23.7 |
Months of estimated liquid unrestricted net assets | 1.2 | 5.3 | 3.0 | 4.0 | 4.1 |
Balance sheet composition info | 2017 | 2018 | 2019 | 2020 | 2021 |
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Cash | $26,304 | $265,106 | $286,980 | $227,229 | $266,138 |
Investments | $839,231 | $718,799 | $619,869 | $664,343 | $759,861 |
Receivables | $97,992 | $78,989 | $76,424 | $87,560 | $43,586 |
Gross land, buildings, equipment (LBE) | $1,979,181 | $1,993,853 | $1,994,753 | $2,020,691 | $2,036,191 |
Accumulated depreciation (as a % of LBE) | 47.9% | 50.3% | 53.0% | 54.8% | 56.9% |
Liabilities (as a % of assets) | 5.1% | 5.4% | 5.6% | 8.9% | 8.3% |
Unrestricted net assets | $1,080,809 | $1,246,095 | $1,086,499 | $1,089,213 | $1,057,080 |
Temporarily restricted net assets | $7,226 | $6,726 | $35,428 | N/A | N/A |
Permanently restricted net assets | $834,958 | $718,799 | $718,799 | N/A | N/A |
Total restricted net assets | $842,184 | $725,525 | $754,227 | $674,443 | $759,861 |
Total net assets | $1,922,993 | $1,971,620 | $1,840,726 | $1,763,656 | $1,816,941 |
Key data checks
Key data checks info | 2017 | 2018 | 2019 | 2020 | 2021 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Patricia Zeiler
Patricia Zeiler is the executive director of the Fort Lauderdale Historical Society. The Society manages a campus of 3 museums and a research library. Its collection includes more than 600,000 artifacts from prehistoric through present day.
Patricia has called Fort Lauderdale home since 1963. She has worked in the nonprofit and government sectors for 30 years. She began her career as a church musician, with an undergraduate degree in piano and vocal performance and graduate studies in choral conducting at Princeton. In 2009 Patricia earned a certificate in Fundraising Management from Indiana University. She is active in Junior League, sits on the board of the Notre Dame Alumni Association, the board of Broward Women's Alliance, and is a member of the Urban Core Committee of the Broward Workshop. In 2014, Patricia was selected Broward's Nonprofit CEO of the year and her agency was recognized by Fort Lauderdale Chamber as Nonprofit Business of the Year.
Number of employees
Source: IRS Form 990
FORT LAUDERDALE HISTORICAL SOCIETY INC
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
FORT LAUDERDALE HISTORICAL SOCIETY INC
Board of directorsas of 03/23/2023
Board of directors data
Patrick Scott
Gray Robinson
Term: 2021 - 2023
Art Bengochea, AIA
Art Bengochea & Assoc.
Ollie Wareham
Seminole Tribe of Florida
Melinda Bowker, CPA
Kate Lochrie
Citrix
Shaun Kelley-Perrone
Zachary Bazara, JD
Greenberg Traurig
Carol Henderson
Broward MPO
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
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
Gender identity
Sexual orientation
Disability
Equity strategies
Last updated: 10/07/2019GuideStar 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
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- 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.