Sackets Harbor Historical Society
Nonprofit profile at a glance
- EIN
- 161060548
- IRS 990-EZ coverage
- 2010–2024
- Forms available
- Form 990-EZ 2024, Form 990-T 2024
- Location
- Sackets Harbor, NY, USA
- Phone
- 3157780156
- Rating
- 77
- Verdict
- SUPPORTED
- Rating confidence
- Moderate
- Sector
- Historical Societies & Historic Preservation
Reported finances
- Revenue
- $73,057
- Expenses
- $86,503
- Assets
- $382,710
- Liabilities
- $118,849
Source: IRS Form 990-EZ. Selected filing: tax year 2024. Amounts in USD.
Leadership & pay
10 people listed
Executive titles in this filing
- DAVE ALTIERI (PRESIDENT)
- KATE GRIFFIN (VICE PRESIDENT)
People named in this filing
- DAVE ALTIERI (PRESIDENT)
- KATE GRIFFIN (VICE PRESIDENT)
- KARYN CARBONE (SECRETARY)
Selected names, not a complete roster or a statement of current roles. Open leadership details for the complete filed list.
Source: IRS Form 990-EZ. Selected filing: tax year 2024. Names and roles reflect this filing, not necessarily current officeholders.
Overview
Mission
The mission of the sackets harbor historical society is to preserve and promote the historical, architectural and cultural legacy of sackets harbor. Founded in 1801, the village of sackets harbor is one of the oldest communities in northern New York, and played a pivotal role in the war of 1812. The historical society was formed in 1976, at a time when sackets harbor was a near ghost town and many of its historic buildings were empty and decaying. The historical society helped lead the effort to revive sackets harbor through the rehabilitation and preservation of its historic buildings. It educated community leaders and residents on the importance and efficacy of historic preservation in community renewal. The historical society supported the village's efforts to become a participating community member in New York state programs created to assist community renewal, such as the nys heritage area program and local waterfront revitalization program.
What it reported doing in 2024
A substantial part of our work in performance of our mission is the actual preservation of historic buildings. Over the years, the historical society has acquired three historic buildings that were threatened with destruction or substantial damage to their historic features. We were able to rehabilitate two of these buildings (1837 bank building and 1808 samuel hooker house) through state and local grants, as well as donations of money, materials and labor from individuals and businesses. Parts of both buildings are used for non-profit activities. We also have acquired a third building (1823 former episcopal church), for which we have been awarded another state grant and are doing a fundraising effort to match that grant.the best way to preserve historic buildings is to have them actively used. Maintenance and up-keep of historic buildings is very expensive. It can be a huge drain on the resources of our small organization and community. We are able to rent out a portion of the bank building and samuel hooker house. This rental income is critical to help pay for the on-going maintenance, utilities, insurance, etc. Of these old buildings.
Operating model
- Revenue model
- Mixed. Its operating money came from several sources; no one source provided a clear majority.
- Distribution model
- Direct operator. The filing allocates 100% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.
The verdict
SUPPORTED - A large share of available resources goes toward mission work and the filed numbers largely add up. Expenses are high relative to revenue and assets have declined or grown slowly.
Rating breakdown
- Financial Efficiency: 77
- Transparency & Controls: 82
- Sustainability: 43
- Growth: 80
Detailed rating inputs
Financial Efficiency
- Mission deployment rate: 86.2%; rating input score 86
- Program expense ratio: 63.2%; rating input score 63
Transparency & Controls
- Consistency checks: 100%; rating input score 100; 52nd percentile among comparable filings
- Major donor itemization: Limited
Sustainability
- Operating margin: -18.4%; rating input score 24; 24th percentile among comparable filings
- Total-asset coverage ratio: 4.42; rating input score 82; 82nd percentile among comparable filings
- Liabilities to assets ratio: 0.31; rating input score 11; 11th percentile among comparable filings
- Officer compensation ratio: 0%; rating input score 56; 56th percentile among comparable filings
Growth
- Program expense growth: 0.9% per year; rating input score 100; 51st percentile among comparable filings
- Revenue growth: 1.9% per year; rating input score 100; 60th percentile among comparable filings
- Asset growth: -1.8% per year; rating input score 0; 32nd percentile among comparable filings
Details
- Where the money goes: 86.2% of revenue deployed · 63.2% of spending went to programs
- Governance: Filed governance answers
- Accomplishments: 1 filed program accomplishment · $55K in reported program spending
- Leadership: top reported pay $0 · 10 people listed
- Consistency: 8 of 8 current checks pass
- Schedules: 3 filed schedules
- Filing history: 12 filing years from 2010 to 2024
- Contacts: How to reach this organization
- Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
- People: Everyone the filings name, and which of them the filings identify by more than a name.
Key Signals
Signals prioritize questions for review. They are not findings of misconduct.
- High — Sustainability: Operating margin scored 24/100.
- High — Growth: Asset growth scored 0/100.
- High — Sustainability: Liabilities to assets ratio scored 11/100.
- Review — Sustainability: Officer compensation ratio scored 56/100.