Wyckoff House Museum

aka Wyckoff House Museum, Wyckoff Farmhouse   |   Brooklyn, NY   |
GuideStar Charity Check

Wyckoff House Museum

EIN: 11-2615053


The Wyckoff House Museum preserves, interprets, and operates New York City’s oldest building and the surrounding one-and-a-half acres of park. Through innovative educational and farm-based programs we build cultural and agricultural connections within our community, emphasizing immigration, family, food, and community through history.

Ruling year info


Executive Director

Ms. Melissa Branfman

Main address

5816 Clarendon Road

Brooklyn, NY 11203 USA

Show more contact info

Formerly known as

Wyckoff House Foundation

Wyckoff Association in America



Subject area info

Arts and culture


History museums

Population served info

Children and youth


Multiracial people


NTEE code info

Arts, Cultural Organizations - Multipurpose (A20)

Museum & Museum Activities (A50)

History Museums (A54)

What we aim to solve

SOURCE: Self-reported by organization

Access to green space. Critical lens to understand public history. Need for hands-on educational experiences.

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?

School Visits

On-site School Visit Program serving over 6,000 schoolchildren annually. Each year our programs are some of the most sought after in the city and welcome over 200 schools from all five boroughs.

Population(s) Served
Children and youth
Multiracial people

Each year thousands of community members attend one of our 50+ free or low cost events including seasonal festivals, holiday traditions, hands-on workshops, gardening skill building days, and our seasonal farm stand.

Population(s) Served

Our half-acre of growing space not only serves as an educational classroom for students and community members, but it also provides produce and flowers for our seasonal farm stand and plant-based programs.

Population(s) Served
Multiracial people

Where we work

Our results

SOURCE: Self-reported by organization

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

Total number of fields trips

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


Related Program

School Visits

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

We are calculating number of student attendees on field trips, rather than trips. Groups usually range from 10-35 students, depending on the class size. Each group in lead by trained museum educators.

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 organization has a dual mission to

1. interpret and operate New York’s oldest building and the surrounding one-and-a-half-acre park as the Wyckoff House Museum. Through innovative educational and farm-based programs we build cultural and agricultural connections within our community, emphasizing immigration, family, food, and community through history;

2. promote and foster the family history and genealogy of Wyckoff family in America, maintain Association archives, collections, and history, and connect descendants through special events and communications, disseminate education materials related to the family and the house.

-School group field trips
-Teen after school programs
-Creative Homesteading workshops
-Historical tours, experiences, and workshops

-Garden Apprentice Program for teens
-Self-Care Protest Garden
-Garden based workshops
-Compost Collection and Educational Program
-Active Production Farm
-Educational and sensory gardens
-Honey Bee hives and education

-Weekly Farmers Market
-Farmhouse Family Days
-Community Partnerships
-Artist-in-Residence Program
-Large scale events, including the Breukelen Country Fair
-Summer movie nights
-Fireside Feasts

-Annual Wyckoff Family Reunion
-Genealogical Database and workshops
-Collection of archival documents and museum objects
-Annual St. Nicholas Day celebration
-Hosting naturalization ceremonies

The Wyckoff Family Association dates back to 1937. It was incorporated into the Wyckoff House & Association, Inc. with the dual purpose of maintaining the family association and preserving operating their family's historic house, the oldest structure in New York, as a public museum.

The house and park are property of the New York City Department of Parks and Recreation. The Wyckoff House & Association (a.k.a Wyckoff House Museum) has dutifully operated the house as museum since it was restored in 1982. We acquired our first full time staff member in 2001, and quickly built our programs to include school field trips, seasonal events, and a demonstration farm. Many of these programs have run without interruption since 2001. Over the past two decades the organization has steadily grown its programs, its staffing, and its capacity. Today more than 15,000 visitors are welcomed at the house each year, including 6,000 New York City school children.

With a full time staff of the three and several part-time employees, the Wyckoff House Museum is dedicated to growing its programs that serve our local community, our extended Wyckoff family, and all who are interested in exploring our diverse histories.

We are thrilled with the many programs we have built over the years, as described above.

We hope to continue our steady growth. In the next several years we hope to see the construction of a small visitor's center, which will increase our museum's capacity.

In 2021, we have expanded our outdoor educational space which has allowed us to provide pandemic relief to our neighbors and community members by stocking our free food fridge and engaging in a wider network of mutual aid. Despite setbacks of the COVID-19 pandemic, we have continued our virtual programs and provided a outdoor space that is safe for families to engage in social activities.

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 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

  • 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, We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback


Wyckoff House Museum
Fiscal year: Jul 01 - Jun 30

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2023 info

SOURCE: IRS Form 990


Average of 10.14 over 10 years

Months of cash in 2023 info

SOURCE: IRS Form 990


Average of 2.8 over 10 years

Fringe rate in 2023 info

SOURCE: IRS Form 990


Average of 17% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Wyckoff House Museum

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Wyckoff House Museum

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

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 ending: cloud_download Download Data

Wyckoff House Museum

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Wyckoff House Museum’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.

Created in partnership with

Business model indicators

Profitability info 2019 2020 2021 2022 2023
Unrestricted surplus (deficit) before depreciation $5,183 -$33,250 $104,101 $17,635 -$11,156
As % of expenses 1.6% -9.1% 35.9% 4.9% -2.8%
Unrestricted surplus (deficit) after depreciation $3,792 -$34,422 $103,109 $16,853 -$11,587
As % of expenses 1.1% -9.4% 35.4% 4.6% -2.9%
Revenue composition info
Total revenue (unrestricted & restricted) $340,752 $339,895 $393,162 $401,110 $385,812
Total revenue, % change over prior year 18.5% -0.3% 15.7% 2.0% -3.8%
Program services revenue 29.5% 15.2% 4.2% 10.0% 13.5%
Membership dues 6.5% 4.6% 5.9% 4.8% 1.6%
Investment income 1.5% 1.3% 1.4% 2.3% 2.2%
Government grants 35.7% 45.6% 47.7% 27.5% 42.6%
All other grants and contributions 24.8% 32.1% 34.2% 45.9% 38.8%
Other revenue 2.0% 1.1% 6.6% 9.5% 1.3%
Expense composition info
Total expenses before depreciation $328,530 $366,344 $290,001 $362,111 $398,551
Total expenses, % change over prior year 10.1% 11.5% -20.8% 24.9% 10.1%
Personnel 59.7% 65.1% 73.3% 66.2% 62.7%
Professional fees 15.1% 14.8% 12.8% 13.7% 20.4%
Occupancy 0.0% 0.0% 0.0% 1.5% 0.1%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 25.2% 20.1% 13.9% 18.5% 16.8%
Full cost components (estimated) info 2019 2020 2021 2022 2023
Total expenses (after depreciation) $329,921 $367,516 $290,993 $362,893 $398,982
One month of savings $27,378 $30,529 $24,167 $30,176 $33,213
Debt principal payment $0 $0 $0 $47,800 $5,000
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $357,299 $398,045 $315,160 $440,869 $437,195

Capital structure indicators

Liquidity info 2019 2020 2021 2022 2023
Months of cash 2.4 3.2 3.2 4.9 3.0
Months of cash and investments 9.8 8.1 16.2 12.7 11.1
Months of estimated liquid unrestricted net assets -34.0 -31.6 -13.2 -10.0 -9.4
Balance sheet composition info 2019 2020 2021 2022 2023
Cash $65,114 $98,663 $76,893 $146,488 $99,803
Investments $202,087 $149,053 $314,126 $236,988 $269,634
Receivables $39,125 $71,826 $50,216 $15,932 $38,211
Gross land, buildings, equipment (LBE) $656,291 $656,291 $114,391 $114,393 $114,393
Accumulated depreciation (as a % of LBE) 12.9% 13.0% 75.6% 76.3% 76.7%
Liabilities (as a % of assets) 5.5% 9.8% 13.7% 7.1% 5.5%
Unrestricted net assets -$359,195 -$393,617 -$290,508 -$273,655 -$285,242
Temporarily restricted net assets $739,306 N/A N/A N/A N/A
Permanently restricted net assets $451,151 N/A N/A N/A N/A
Total restricted net assets $1,190,457 $1,197,807 $695,514 $670,441 $695,846
Total net assets $831,262 $804,190 $405,006 $396,786 $410,604

Key data checks

Key data checks info 2019 2020 2021 2022 2023
Material data errors No No No No No


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

Form 1023/1024 is not available for this organization

Executive Director

Ms. Melissa Branfman

Melissa Branfman has been at the Wyckoff House Museum since 2011 and has been the Executive Director since 2014.

Number of employees

Source: IRS Form 990

Wyckoff House Museum

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Wyckoff House Museum

Board of directors
as of 11/08/2022
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mr. Naj Wikoff

Institute of Health in Arts

Barbara Wyckoff Siris

CLSA inc.

Joan Bakiriddin

Elsevier, Inc.

Cheryl Wycoff

Hassan Bakiriddin

InfoPro Digital

Albert Payne


Barbara Wyckoff

National Geographic

Rachel Wikoff

Danaher Corporation

Lauren Glant

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? Not applicable

Organizational demographics

SOURCE: Self-reported; last updated 9/23/2021

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


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Person without a disability

Race & ethnicity

Gender identity


Sexual orientation


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

Equity strategies

Last updated: 09/16/2021

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

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • 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 disaggregate data by demographics, including race, in every policy and program measured.
  • 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.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • 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 help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • 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.