Manchester Historical Society

Manchester Historical Society General Information 1 Union Street Manchester, MA 1944 1553 (978) 526-723 Website http://manchesterhistoricalmuseum.org/ Organization Contact Beth Welin info@manchesterhistoricalmuseum.org Year of Incorporation 1886 1

Statements & Search Criteria Mission Statement Our mission is: To encourage, maintain and foster an interest in historical matters pertaining to the Town of Manchester-by-the-Sea, and To establish and maintain within the town a library and museum to collect and preserve objects which illustrate the history of the town. Background Statement The Manchester Historical Society was founded in 1886 to serve the entire community through the preservation of irreplaceable town records and artifacts, its research capability and commitment to education. The Manchester Historical Society moved into its headquarters, the Trask House, in 1925. In 214, the organization changed its name to Manchester Historical Museum and adopted a new logo to reflect our mission to share our treasures. Impact Statement The Manchester Historical Museum (MHM) offers lecture series, monthly family programs, special exhibits and school programs throughout the year as well as tours of the historic Trask House. Each summer the hall is transformed into a special exhibit on various topics related to Manchester's history. Some of these exhibits have covered, Manchester Furniture Companies, Civil War Veterans, History of Singing Beach and the Gilded Age. In addition, we service research needs of people trying to find information about their property or family background. We are the caretakers of the historic Trask House as well as a large collection of artifacts and archives from Manchester s past. Historic Preservation: As stewards of the 1825 Trask House, we are constantly overseeing all maintenance and preservation needs of this historic structure. We also serve as the caretakers of the town owned 1885 building "Seaside #1." This building was originally built as the town's first fire station, but later served as the police station until the 197s. Currently it houses the town's 2 antique fire engines and displays about the fire and police department. In 215, we received an original Singing Beach bath house which has been placed on our grounds and is being restored. Top goals of MHM: Goal 1: Maintain and care for the Trask House and the collection Goal 2: Develop and present educational programming Goal 3: Develop ongoing consistent financial support for programming and operations Needs Statement The Manchester Historical Museum needs are: 1. Continue to preserve the historic Trask House with repairs and restoration as needed 2.Display Collect, preserve and store items and documents relating to the history of the town 3.Offer appropriately artifacts from the collection 4.Maintain programs to all ages that share the history of Manchester and the local area 5. the needed staffing levels to operate the museum, archives and programming 2

CEO/Executive Director Statement The Manchester Historical Museum is an important as well as treasured piece of Manchester-bythe-Sea s history and downtown. Directly across from the historic library and Congregational Church, the Trask House has helped define the center of Manchester for centuries. The Trask House was home to the town s most successful merchant captain, Richard Trask, and his industrious wife, Abigail. It houses a vast collection of furniture, china, and artifacts tracing back to the earliest days of Manchester. The archives houses the town s collection of historic photographs, maps journals and documents. However, we as a museum are not just the caretakers of old things Manchester, but rather are the stewards of the town s heritage taking on the responsibility of preserving and sharing our history. We maintain an archive and library for research. We offer lectures, exhibits, tours, publications, school and public programs. Some of the areas of focus are: the furniture making industry - the main source of employment for 1 s of years additional smaller industries such as ice companies and shoe making maritime industries fishing, foreign trade and boat building th life in the 19 century the Gilded Age Service Categories Historical Societies & Historic Preservation Libraries Elementary & Secondary Schools Geographic Areas Served We service the Town of Manchester-by-the-Sea, the Cape Ann area and Essex County Please review online profile for full list of selected areas served. 3

Programs Lecture Series, Children's Programs Description Our educational programs include: Adult programs (Sept-June) pertaining to Manchester or Cape Ann s history. These lectures are well attended and soon may require moving them to a larger venue than the museum s assembly hall Summer Exhibits - some past exhibits were on Manchester Furniture Companies, The Gilded Age Houses, and The Boat Builders of Manchester Educational programs for the local elementary school grades that include demonstrations, walking tours and scavenger hunts around the town Monthly Family Programs where children and their parents (or often grandparents) learn about items from the museum s collection and then participate in an activity together Special programs such as genealogy workshops, tours and demonstrations are offered throughout the year. We have increased our collaboration with the Council on Aging and the Public Library to offer more programs. Budget 17 Category Population Served Program Short Term Success Program Long term Success Program Success Monitored By Examples of Program Success Arts, Culture & Humanities, General/Other History & Historical Programs Adults, K-12 (5-19 years), Elderly and/or Disabled Our short term success is the same as our long term success - the ability to continue to offer our programs and reaching more people with them. Long term success will be evident by the continuation of these programs and increased attendance numbers. We measure our success by the attendance numbers. As we have been attracting an increasing amount of people, we feel justified in stating that we are being successful at this point. The fact that we can no longer fit the number of people requesting a seat at our programs and have to look for a larger venue also tells us that we must be doing things right. During the past year we offered 6 successful and well attended lectures. Almost 1 children came to our family program during its first year. Our Council of Aging Spring Tea has been such a success that we added a 2 nd tea during the Christmas season that was also well attended. We have completed the first 2 phases of our 5 year plan to paint and repair the Trask House. Program Comments CEO Comments Our lecture series has been a long standing practice at the museum dating back to the late 18's. 4

We are thrilled with the longevity of this program and even more so with the increased interest over the past 2 years with record number of attendees. We have the wonderful problem of having outgrown our hall and now need to look for a larger venue within town to use. We are excited to add a new children's program to our offerings. We have been working with the local elementary schools and have had classes coming for a number of years. However, this new programming will reach out to families to come together on the weekend to "learn and do" together. 5

Management CEO/Executive Director Executive Director Term Start Apr 214 Email Mrs Beth Lynn Welin info@manchesterhistoricalmuseum.org Experience Manchester Historical Museum (214-present) Director The Gloucester Adventure, Inc. (Schooner Adventure), Gloucester, MA (28-213) Education Coordinator creator and presenter of educational programs, tours and materials including teacher units, signage, displays, children s book, documentary DVD and historical presentations and tours Program Director organized special events and benefits including auctions, festivals, wine tasting Grant writer and development assistant completed over 2 proposals, awarded over $1, during the 5 year period, helped with Capital/Annual Campaigns and membership drives General operations website and social media oversight, store management, office management, volunteer training, IT specialist Essex Shipbuilding Museum, Essex, MA (28-29) Educator guide and presenter of hands-on educational programs Archive registrar using PastPerfect to catalogue artifacts House of Seven Gables, Salem, MA (27-29) Historical Guide and Educator tour guide and presenter of hands-on educational programs Elementary Education St. John the Baptist School, Peabody, MA (27-29) Computer Teacher for grades 1-8 Manchester Essex Regional School District (23 26) Resource room teacher, Grade 5 & 2 long-term substitute teacher, and daily substitute teacher (K-5) St. Ann School, Gloucester, MA (1988 23) Grade 5 teacher, Grade 4 science and spelling teacher EDUCATION Masters of Education - Salem State University, Salem, MA (26) Bachelor of Science in Elementary Education with a Special Education and History minor - Gordon College, Wenham, MA (1986) Co-CEO Experience Staff Information Full Time Staff Part Time Staff Volunteers Contractors Retention Rate 2 1 1% 6

Staff Demographics - Ethnicity African American/Black Asian American/Pacific Islander Caucasian 2 Hispanic/Latino Native American/American Indian Other Staff Demographics - Gender Male Female Unspecified 1 1 Formal Evaluations CEO Formal Evaluation CEO/Executive Formal Evaluation Frequency Senior Management Formal Evaluation Senior Management Formal Evaluation Frequency NonManagement Formal Evaluation Non Management Formal Evaluation Frequency Annually N/A N/A N/A N/A Plans & Policies Organization has a Fundraising Plan? Organization has a Strategic Plan? Years Strategic Plan Considers 7 Date Strategic Plan Adopted Jan 216 Does your organization have a Business Continuity of Operations Plan? Management Succession Plan? Organization Policy and Procedures Nondiscrimination Policy Whistleblower Policy Document Destruction Policy Directors and Officers Insurance Policy Is your organization licensed by the Government? 3 No No No No

Registration Permit? Collaborations We currently have program collaborations with the Manchester Public Library, Manchester Council of Aging, Manchester-Essex Regional School System, Cape Ann Museum and Cape Ann Chamber of Commerce. Comments CEO Comments The board meets monthly with the director in attendance to review all operations and management issues. The paid and volunteer staff meet biweekly to review scheduled projects, upcoming events and areas of need.subcommittees meet as needed to address areas of fundraising, property maintenance etc. 8

Board & Governance Board Chair Board Chair Mrs. Chris Virden Company Affiliation reitired teacher Term June 214 to June 217 Email archives@manchesterhistoricalmuseum.org Board Members Name Affiliation Status Christina Bain Babson College Voting Leslie Beatty Sonne Bialy Community Volunteer Retired Montessori Kindergarten and Art Teacher Voting Rus Brown n/a Voting Lauren Gudonis n/a Voting Leslie Gurley Community Voluteer Voting Leslie Hammond Community Volunteer Voting Michael Mack n/a Voting Dick Macklem Stan Magnuson Retired investment portfolio manager Architect, S Magnuson & Association Incorporated Voting Voting Susan Parker n/a Voting John Round Community Volunteer Voting Chris Virden retired high school history teacher Voting Joan Wogan Retired Real Estate Office Manager Voting Board Demographics - Ethnicity African American/Black Asian American/Pacific Islander Caucasian 15 Hispanic/Latino Native American/American Indian Other Board Demographics - Gender Male Female 5 9 9

Unspecified Board Information Board Term Lengths Board Term Limits Number of Full Board Meetings Annually Board Meeting Attendance % Written Board Selection Criteria? Written Conflict of Interest Policy? Percentage Making Monetary Contributions Percentage Making In-Kind Contributions Constituency Includes Client Representation 3 2 11 8% 1% 1% Comments CEO Comments Our museum has been volunteer run for almost its entire history. In 214, the first executive director was hired to take the museum forward. Our current challenges are recruiting new board members who have needed skill sets and the ability to commit to coming to monthly meetings and help with special projects - i.e. development projects. As we move ahead, we are looking to increase not only of program offerings, but also to increase financial support for the museum so we don't have to rely on our endowment for operation expenses. Our board oversees our investment portfolio and fund raising endeavors as well as governance issues. 1

Impact Goals The Manchester Historical Museum s ultimate goal as stated in the mission is to preserve and share the history of Manchester-by-the-Sea. During the past 1+ years, the organization has done this by offering adult lectures and publishing historical materials. Now in our 2 nd century, we are adding programs aimed specifically to school groups, children and senior citizens. In addition, we are trying to embrace the electronic age by using social media (i.e.) Facebook and Constant Contact to share information about the museum activities, our collection and archive materials. Our website is also being used to share information. We are in the long process of electronically cataloguing our collection and plan to start sharing the images and information of the artifacts, documents and images within our collection. This will take quite a while to complete and will be an ongoing project for the next 5 years, maybe longer. In the meantime, 2 areas of research have already been added to the website the Gilded Age and the Furniture Makers of Manchester. Each summer as we put together our summer exhibit, another webpage of a research topic and images will be added. We will measure our long-term success by our ability to: maintain and gradually grow in the number of programs, attendees and membership financially sustain our operations and maintenance of the building and collection Strategies Our strategy/operations plan to move ahead are: 1. Hire our first paid director to oversee the operations and implementation of new programming. This step will improve our daily management of the museum operations. 2. Increase the number and range of educational programming including programming for children and senior citizens. This will increase the number of people served by our museum. 3. Increase the digital accessibility of our collection allowing easier access to research materials as well as preserving information on delicate documents that are in danger of deterioration. 4.Continue to collect and maintain artifacts pertaining to the history of Manchester. 11

Capabilities 1. Hire our first paid director to oversee the operations and implementation of new programming: This step was started in April 214 with the hiring of Beth Welin as Executive Director. Ms. Welin has a MA in education with a minor in history, 7 years experience with museum education and programming as well as over 2 years teaching experience. 2.Increase the number and range of educational programming. This is also underway: 1. As of November 214, we have offered monthly children s programs. We have partnered with the town library with these children s programs. We also now host weekly early childhood literacy programs offered by the local school systems. 2. Starting in 215, we increased our collaboration with the Council of Aging to offer more programs for senior citizens. 3. Starting in the fall of 215, we moved our monthly lectures to a larger venue to allow more attendees and open these lectures to the public. We have a wonderful problem, we have outgrown our own assembly room. 1. Increase the digital accessibility of our collection: We are in the long process of scanning our collection of documents and images. In the fall of 214, we started having high school students come in weekly to help with this as part of their community service requirements at school. In addition, we have increased the number of weekly adult volunteers who are coming regularly to help scan and enter data into the collection digital catalogue. 2. Continue to collect and maintain artifacts pertaining to the history of Manchester: Our curator continues to search the internet for items on sale relating to Manchester. In addition, we continue to accept donations of historical items. Indicators Comparisons from previous years will be used to measure our progress. Increased programs offerings will show that we have met our goal to expand our offerings. Evaluations and input form the local school teachers will help us evaluate and improve our school programs. Attendance numbers will help us determine the success of our lecture series. With each new entry into a digital database, we will be advancing in our process to digitize the collection for easier access. We re not sure yet what our yearly goal is in terms of number of items scanned and cataloged. As we move through this process, we should hopefully be able to increase the speed at which this happens, but that will depend on maintaining the needed volunteer numbers to do this. Progress We have been tackling creating an Operations Handbook. We have spent much of the 215 updating and writing policies for the museum including a Board Selection Criteria, Strategic Plan, Investment Policy and Conflict of Interest. In 216 we completed a Code of Ethics, Whistleblower Policy, Collection Caretaking Policy and Employee Handbook. In 217 we plan to create an Emergency Plan and complete a Business Plan. We have started and will continue the digitizing of our archives. We have also started to photograph items in the collections and are entering these images into the Past Perfect database along with the corresponding information from old records. We know this will be a very long-term project that will depend greatly on the volunteered man-hours available. Our lecture programming continues to be well attended. Our family programming is seeing an increase its attendance as well. The Manchester elementary school continues to send grades kindergarten - 3 to the museum every spring for educational programs. Last year we started a 4th grade program where we bring a presentation to their classes which is then followed up with an art project. Their artwork was then brought to the museum and displayed. Visitation to the museum is still rather low during the quiet part of the year (Oct-May) but does increase during the summer during our summer exhibit. We hope to increase visitation by offering more exhibits during the year. 12

Financials Fiscal Year Fiscal Year Start May 1, 215 Fiscal Year End Apr 3, 216 Projected Revenue $126,23. Projected Expenses $124,85. Endowment? Endowment Value $1894382. Spending Policy Income plus capital appreciation Credit Line? No Reserve Fund? No Months Reserve Fund Covers Detailed Financials Revenue and Expenses Fiscal Year 214 213 212 Total Revenue $558,361 $16,332 $13,263 Total Expenses $98,54 $85,23 $13,831 Revenue Sources Fiscal Year 214 213 212 Foundation and Corporation -- -- -- Contributions Government Contributions $ $ $ Federal -- -- -- State -- -- -- Local -- -- -- Unspecified -- -- -- Individual Contributions $35,148 $36,956 $38,13 Indirect Public Support -- -- -- Earned Revenue $12,437 $1,338 $13,2 Investment Income, Net of Losses $498,361 $45,883 $41,768 Membership Dues $12,415 $13,155 $1,165 Special Events -- -- -- Revenue In-Kind -- -- -- Other -- -- -- 13

Expense Allocation Fiscal Year 214 213 212 Program Expense $68,647 $7,577 $83,399 Administration Expense $29,857 $5,55 $9,833 Fundraising Expense -- $9,121 $1,599 Payments to Affiliates -- -- -- Total Revenue/Total Expenses 5.67 1.25.99 Program Expense/Total Expenses 7% 83% 8% Fundraising Expense/Contributed Revenue % 25% 28% Assets and Liabilities Fiscal Year 214 213 212 Total Assets $2,318,183 $1,733,655 $1,712,526 Current Assets $144,767 $61,518 $44,157 Long-Term Liabilities $ $ $ Current Liabilities $ $ $ Total Net Assets $2,318,183 $1,733,655 $1,712,526 Short Term Solvency Fiscal Year 214 213 212 Current Ratio: Current Assets/Current Liabilities -- -- -- Long Term Solvency Fiscal Year 214 213 212 Long-Term Liabilities/Total Assets % % % Top Funding Sources Fiscal Year 214 213 212 Top Funding Source & Dollar Amount -- -- -- Second Highest Funding Source & Dollar -- -- -- Amount Third Highest Funding Source & Dollar Amount -- -- -- Capital Campaign Currently in a Capital Campaign? No Comments CEO Comments The large increase in income in 215 was due to the selling of our endowment portfolio to transfer it to a new portfolio manager. Foundation Staff Comments Financial summary data in charts and graphs are per the organization's IRS Form 99s. Contributions from foundations and corporations are listed under individuals when the breakout was not available. Created 1.23.218. Copyright 218 The Boston Foundation 14