Stuart, FL   |
GuideStar Charity Check


EIN: 65-0407242


Molly’s House is a certified healthcare hospitality house located in Stuart, FL. Our mission is to support patients who are receiving medical treatment by providing temporary, affordable accommodations to those patients and their family members. For those who cannot afford to stay in a hotel room or don't want to sleep in the hospital, Molly’s House is a comfortable option during any medical crisis. For just $40 per night per room, guests can stay in one of the 14 bedrooms, each with its own private bathroom. The house provides two fully equipped kitchens, complimentary laundry facilities, on-site free parking & WiFI. Molly’s House fundraises year-round to pass along the savings to our guests and to provide subsidized stays for those who cannot afford the modest room charge.

Ruling year info


Executive Director

Katie Bartlett

Main address

430 SE Osceola Street

Stuart, FL 34994 USA

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Subject area info

Patient social services

Medical support services

Family services

Temporary accomodations

Population served info




People with diseases and illnesses

NTEE code info

Health Support Services (E60)

Low-Cost Temporary Housing (includes Youth Hostels) (L40)

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Patients and their family members can stay at Molly's House while they undergo outpatient medical treatment. Complex surgeries require them to stay close to the medical facility, and at times, perform months of rehabilitation. Cancer patients take comfort in staying close to their doctor while undergoing vigorous treatment. Patients can get a good night's rest before an early morning appointment and reduce travel in between frequent appointments. Out-of-town family or friends can stay at Molly's House while they visit a loved one in the hospital or nearby medical center. Whether due to an accident, illness, or other medical treatments or even visiting loved ones in area skilled nursing and assisted living facilities we know that family plays a vital role in the health outcomes of patients and residents.

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?

Medical Support Housing

Provides an affordable, supportive "home away from home" for families of patients in medical crises in Treasure Coast, Florida, healthcare facilities. Our innovative approach to medical support lodging provides a healing, comforting environment where families in medical crisis find help for a wide range of needs. We provide our service in such a special way that these stressed families are able to relax, recharge, and break down their guards to accepting help. They find camaraderie with other families in our living room, common kitchens, library, Serenity Garden and on our two shaded porches. More than providing lodging, we shelter these families and listen to their special needs, connecting them to community resources to can help them improve their lives. These services give these families firmer footing from which to deal with their medical crisis.

Population(s) Served
People with diseases and illnesses

Where we work

Affiliations & memberships

National Associations of Hospital Hospitality Houses 2018

Our results

SOURCE: Self-reported by organization

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

Guest Census- Overnight stays

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success


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.

To support our healthcare community by providing temporary and affordable accommodations for them and their families.

We provide below-market cost rooms to patients and families of those in current medical treatment.

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, To understand people's needs and how we can help them achieve their goals

  • 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 take steps to ensure people feel comfortable being honest with us, We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback


Fiscal year: Jan 01 - Dec 31

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 2022 info

SOURCE: IRS Form 990


Average of 235.96 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 4.8 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 11% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Jan 01 - Dec 31

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


Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of MOLLYS HOUSE 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.

Created in partnership with

Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$71,074 $1,050,302 $29,228 $309,746 $461,462
As % of expenses -12.1% 167.7% 5.1% 64.6% 94.6%
Unrestricted surplus (deficit) after depreciation -$91,486 $1,030,006 $8,332 $284,256 $426,034
As % of expenses -15.0% 159.3% 1.4% 56.3% 81.4%
Revenue composition info
Total revenue (unrestricted & restricted) $517,662 $1,676,735 $604,683 $789,042 $949,240
Total revenue, % change over prior year 13.9% 223.9% -63.9% 30.5% 20.3%
Program services revenue 7.7% 2.1% 5.6% 12.5% 13.4%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 3.8% 1.8% 5.8% 5.1% 3.9%
Government grants 0.0% 0.0% 0.0% 18.8% 6.3%
All other grants and contributions 82.8% 95.0% 87.4% 59.7% 46.5%
Other revenue 5.7% 1.1% 1.1% 3.8% 29.9%
Expense composition info
Total expenses before depreciation $588,736 $626,433 $575,455 $479,296 $487,778
Total expenses, % change over prior year 2.1% 6.4% -8.1% -16.7% 1.8%
Personnel 59.7% 64.2% 64.4% 60.2% 61.1%
Professional fees 8.8% 7.4% 11.4% 10.0% 10.5%
Occupancy 8.7% 4.4% 6.4% 9.3% 8.3%
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 22.7% 23.9% 17.9% 20.5% 20.1%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $609,148 $646,729 $596,351 $504,786 $523,206
One month of savings $49,061 $52,203 $47,955 $39,941 $40,648
Debt principal payment $0 $0 $0 $80,978 $0
Fixed asset additions $0 $0 $73,349 $83,354 $0
Total full costs (estimated) $658,209 $698,932 $717,655 $709,059 $563,854

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 1.8 7.4 7.9 13.2 11.4
Months of cash and investments 16.3 35.4 39.2 50.8 60.6
Months of estimated liquid unrestricted net assets 16.3 35.3 37.6 50.8 60.4
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $89,652 $386,915 $380,271 $528,722 $462,131
Investments $711,891 $1,459,313 $1,501,655 $1,500,002 $1,999,744
Receivables $0 $0 $0 $0 $0
Gross land, buildings, equipment (LBE) $1,328,400 $1,333,150 $1,406,499 $1,487,850 $1,521,127
Accumulated depreciation (as a % of LBE) 42.5% 43.9% 43.1% 42.3% 43.7%
Liabilities (as a % of assets) 0.1% 0.1% 3.0% 0.3% 0.2%
Unrestricted net assets $0 $2,592,930 $2,601,262 $2,885,518 $3,311,552
Temporarily restricted net assets $0 N/A N/A N/A N/A
Permanently restricted net assets $0 N/A N/A N/A N/A
Total restricted net assets $0 $0 $0 $0 $0
Total net assets $1,562,924 $2,592,930 $2,601,262 $2,885,518 $3,311,552

Key data checks

Key data checks info 2018 2019 2020 2021 2022
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

Katie Bartlett

In 2020, Molly’s House welcomed Katie Bartlett as the new Executive Director who brings more than 15 years of nonprofit management experience to her new role. Barlett is new to Stuart, and she sees tremendous opportunities to share the Molly’s House mission and to create lasting relationships in Martin County. A self-described out-of-the-box thinker, Bartlett attributes her past success to her ability to build teams that thrive. This talent was evident in her previous position as Program Director for a nonprofit in Vermont. Bartlett partnered with other nonprofits, for-profit companies, and the local school department to create a unique childcare center. Bartlett secured $1.2 million in funding for the project. “The project came together because of the team we built,” explains Bartlett. “The community spirit and pride generated by the center was amazing.” Betsy Herold, a previous chairperson of the Molly’s House board of trustees, praises Bartlett’s experience and management style.

Number of employees

Source: IRS Form 990


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.


Board of directors
as of 06/25/2024
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. Joe Endress


Term: 2023 - 2025

Chuck Cleaver

Audit and Consulting Manager Ernst & Young

Stephen Pinnacoli

Keane, Thomas & Pinnacoli, P.A.

Kate Weigerink

Sharkey Air

James DeSantis

Seacoast Bank

Morgan Taylor

The Healthcare Consulting Group

Diana Forst

Cleveland Clinic Florida

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 ? No
  • 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 6/25/2024

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

Race & ethnicity

No data

Gender identity

Transgender Identity

Sexual orientation

No data


No data

Equity strategies

Last updated: 12/03/2019

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 employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
Policies and processes
  • 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.