Wyckoff House Museum
Wyckoff House Museum
EIN: 11-2615053
as of November 2023
as of November 13, 2023
Mission
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
1974
Executive Director
Ms. Melissa Branfman
Main address
5816 Clarendon Road
Brooklyn, NY 11203 USA
Formerly known as
Wyckoff House Foundation
Wyckoff Association in America
EIN
11-2615053
Arts and culture
Museums
History museums
Population served
Children and youth
Adults
Multiracial people
Students
NTEE code
Arts, Cultural Organizations - Multipurpose (A20)
Museum & Museum Activities (A50)
History Museums (A54)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reportsWhat we aim to solve
Access to green space. Critical lens to understand public history. Need for hands-on educational experiences.
Our programs
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.
Community Events and Programs
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.
Garden and Agricultural Programs
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.
Where we work
External reviews
Our results
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
Students
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
Learn 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?
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.
What are the organization's key strategies for making this happen?
EDUCATIONAL PROGRAMS
-School group field trips
-Teen after school programs
-Creative Homesteading workshops
-Historical tours, experiences, and workshops
GARDEN AND ENVIRONMENTAL STEWARDSHIP
-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
COMMUNITY ENGAGEMENT
-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
HISTORY AND HERITAGE
-Annual Wyckoff Family Reunion
-Genealogical Database and workshops
-Collection of archival documents and museum objects
-Annual St. Nicholas Day celebration
-Hosting naturalization ceremonies
What are the organization's capabilities for doing this?
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.
What have they accomplished so far and what's next?
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
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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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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
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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
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
15.50
Months of cash in 2023 info
3
Fringe rate in 2023 info
22%
Funding sources info
Assets & liabilities info
Financial data
Wyckoff House Museum
Balance sheetFiscal Year: Jul 01 - Jun 30
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: Jul 01 - Jun 30
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 |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
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 employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Wyckoff House Museum
Board of directorsas of 11/08/2022
Board of directors data
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
DTI Inc
Barbara Wyckoff
National Geographic
Rachel Wikoff
Danaher Corporation
Lauren Glant
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? Not applicable
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
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 09/16/2021GuideStar 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.
- 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.
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