WILLIAMSTOWN, MA
4 risk indicators measuring financial stability and operational resilience
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Sign In — Free (10 views/day)STERLING AND FRANCINE CLARK ART INSTITUTE, founded in 1950, is a mid-sized nonprofit in the Arts, Culture & Humanities sector that reported $59.4M in total revenue in fiscal year 2024. Revenue surged 119% from the prior year, signaling strong growth momentum. The organization ran a surplus of $22.5M, a strong 38% operating margin.
AUDITED FINANCIAL STATEMENTS NOTE REGARDING ART AND LIBRARY COLLECTIONS AND DEACCESSION: THE ART AND LIBRARY COLLECTIONS, WHICH WERE ACQUIRED THROUGH PURCHASES AND CONTRIBUTIONS SINCE THE CLARK'S INCEPTION, ARE INCLUDED AS AN ASSET ON THE STATEMENT OF FINANCIAL POSITION VALUED AT A $1 AND ARE NOT RECOGNIZED ON THE STATEMENT OF FINANCIAL POSITION AS PERMITTED BY ACCOUNTING PRINCIPLES GENERALLY ACCEPTED IN THE UNITED STATES OF AMERICA AND IN CONFORMITY WITH THE PRACTICE FOLLOWED BY MANY MUSEUMS. PURCHASED COLLECTION ITEMS ARE REPORTED AS NON-OPERATING ITEMS WHICH DECREASE NET ASSETS WITHOUT DONOR RESTRICTIONS IN THE YEAR IN WHICH THE ITEMS ARE ACQUIRED, OR IN NET ASSETS WITH DONOR RESTRICTIONS IF THE ASSETS USED TO PURCHASE THE ITEMS ARE RESTRICTED BY DONORS. CONTRIBUTED COLLECTION ITEMS ARE EXCLUDED FROM THE FINANCIAL STATEMENTS. PROCEEDS FROM DEACCESSIONS OR INSURANCE RECOVERY ARE REFLECTED AS INCREASES IN THE APPROPRIATE NET ASSET CLASSES. THE ACQUISITION, ACCESSIONING, DEACCESSIONING, CARE, AND LOANS OF WORKS IN THE COLLECTIONS ARE CONDUCTED IN A MANNER THAT CONFORMS TO THE CLARK'S MISSION, COMPLIES WITH APPLICABLE LAW, AND CONFORMS TO THE AAM CODE OF ETHICS FOR MUSEUMS. DEACCESSIONING OF WORKS IN THE COLLECTIONS IS CONDUCTED IN ACCORDANCE WITH THE AAMD POLICY ON DEACCESSIONING AND THE CLARK'S BOARD-APPROVED COLLECTIONS MANAGEMENT POLICY. THE PURPOSE OF REMOVING WORKS OF ART FROM THE PERMANENT COLLECTION THROUGH SALE, EXCHANGE, OR OTHER MEANS IS SOLELY FOR THE ADVANCEMENT OF THE CLARK'S MISSION AND TO STRENGTHEN THE COLLECTION THROUGH THE ACQUISITION OF MORE RELEVANT AND MEANINGFUL WORKS FOR THE PERMANENT COLLECTION. THEREFORE, ANY ASSETS ACCRUED THROUGH DEACCESSIONING SHALL BE EMPLOYED ONLY TO ACQUIRE ADDITIONAL ACCESSIONED WORKS OF ART. THE CLARK'S POLICY IS TO MAINTAIN AND CONTINUE TO ACQUIRE SIGNIFICANT, RELEVANT AND MEANINGFUL WORKS OF ART FOR ITS COLLECTION AND BOOKS FOR ITS LIBRARY. EACH ITEM IS CATALOGED, PROTECTED, SECURED, PRESERVED, AND CARED FOR, AND ACTIVITIES VERIFYING THEIR EXISTENCE AND ASSESSING THEIR CONDITION ARE CONTINUOUSLY PERFORMED.
FOR RESEARCH AND ACADEMIC PROGRAMS ACCOMPLISHMENTS.RESEARCH AND ACADEMIC PROGRAM ACCOMPLISHMENTS - AS AN INTERNATIONAL CENTER FOR HIGHER LEARNING, THE CLARK IS DRIVEN BY A STRONG COMMITMENT TO THE...
FOR RESEARCH AND ACADEMIC PROGRAMS ACCOMPLISHMENTS.RESEARCH AND ACADEMIC PROGRAM ACCOMPLISHMENTS - AS AN INTERNATIONAL CENTER FOR HIGHER LEARNING, THE CLARK IS DRIVEN BY A STRONG COMMITMENT TO THE GENERATION OF IDEAS AND A DISTINCT FOCUS ON EDUCATION. THE CLARK'S RESEARCH AND ACADEMIC PROGRAM ENCOURAGES FRESH APPROACHES TO ADVANCING CRITICAL PERSPECTIVES IN THE VISUAL ARTS. CLARK FELLOWS, CONSIDERED TO BE PROMISING AND ESTABLISHED SCHOLARS AND PRACTITIONERS IN THE VISUAL ARTS, FOSTER INTELLECTUAL DIALOGUE AND INQUIRY IN THE THEORY, HISTORY, AND INTERPRETATION OF VISUAL CULTURE. CONFERENCES, SYMPOSIA, A PODCAST, AND ONLINE LECTURES FOCUS ON VITAL TOPICS IN THE FIELD AND ADDRESS QUESTIONS THAT CONTRIBUTE TO A BROADER PUBLIC UNDERSTANDING OF THE ROLE OF VISUAL CULTURE. THE CLARK'S ART RESEARCH LIBRARY, ONE OF THE LARGEST IN THE COUNTRY, SERVES BOTH SCHOLARS AND THE PUBLIC. SINCE ITS INCEPTION IN THE EARLY 1960S, THE LIBRARY COLLECTION HAS GROWN FROM ITS BASE-THE ROBERT STERLING CLARK COLLECTION OF ILLUSTRATED RARE BOOKS- TO ENCOMPASS SOME 299,000 VOLUMES IN OVER 130 LANGUAGES. THE LIBRARY'S OPEN AND CLOSED STACKS AND PROFESSIONAL STAFF ENSURE THAT MATERIALS ARE READILY AVAILABLE TO ALL PATRONS. IN COOPERATION WITH WILLIAMS COLLEGE, THE CLARK OFFERS A MASTERS' PROGRAM IN THE HISTORY OF ART, CONSIDERED TO BE ONE OF THE FINEST IN THE COUNTRY. THE PROGRAM DRAWS UPON THE RICH RESOURCES OF THE CLARK AND WILLIAMS TO PREPARE GRADUATE STUDENTS FOR RESEARCH AND FURTHER STUDY IN THE ACADEMIC AND MUSEUM WORLDS.
INVESTMENT MANAGEMENT FEES 2,003,037.
FOR EDUCATIONAL PROGRAM ACCOMPLISHMENTS.EDUCATIONAL PROGRAM ACCOMPLISHMENTS: THE CLARK CONDUCTS A FULL SERIES OF EDUCATIONAL PROGRAMS FOR THE GENERAL PUBLIC DESIGNED TO ENCOURAGE A WIDE RANGE OF...
FOR EDUCATIONAL PROGRAM ACCOMPLISHMENTS.EDUCATIONAL PROGRAM ACCOMPLISHMENTS: THE CLARK CONDUCTS A FULL SERIES OF EDUCATIONAL PROGRAMS FOR THE GENERAL PUBLIC DESIGNED TO ENCOURAGE A WIDE RANGE OF AUDIENCES TO EXPLORE, UNDERSTAND, AND ENJOY THE VISUAL ARTS IN GENERAL AND THE CLARK'S COLLECTIONS IN PARTICULAR AS WELL AS OPPORTUNITIES TO EXPLORE, UNDERSTAND AND ENJOY NATURE ON A MAGNIFICENT 140 ACRE CAMPUS. THESE OFFERINGS INCLUDE GUIDED GALLERY TOURS, FAMILY ACTIVITY GUIDES, AND COMMUNITY EVENTS DESIGNED FOR DIFFERENT AGES AND STAGES. DIGITAL AND WEB-BASED PROGRAMMING IS CREATED FOR GENERAL AUDIENCES AND SCHOOL AUDIENCES (INCLUDING CURRICULAR SUPPORT RESOURCES); THESE PROGRAMS ARE UPDATED REGULARLY. TWO INTERACTIVE INSTALLATIONS FOR INDEPENDENT VISITOR ACTIVITY AND LEARNING WERE DEVELOPED, INCLUDING ART/LAB, A SPACE THAT ENCOURAGES EXPLORATION OF A VARIETY OF ART CONCEPTS FOR ALL AGES AND A POSTCARD STATION, WHERE PEOPLE CAN MAKE, WRITE AND SEND A POSTCARD FEATURING THE CLARK TO SOMEONE THEY KNOW. THE CLARK'S PEDAGOGY EMPHASIZES INTERACTIVE ENGAGEMENT AND CONVERSATION RATHER THAN THE MORE TRADITIONAL ONE-WAY FLOW OF INFORMATION FROM PRESENTER TO AUDIENCE. THIS ENGAGEMENT APPROACH IS DESIGNED TO BE FLEXIBLE, SO AS TO RESPOND TO THE DIFFERENT NEEDS AND DESIRES OF DIFFERENT AUDIENCES, AND IT ENCOURAGES CULTURAL, SOCIAL, AND HISTORICAL AWARENESS THAT CARRIES BEYOND A PARTICULAR WORK OF ART AND/OR ANY ONE PERSPECTIVE. THE CLARK'S GOAL IS TO PROVIDE A DYNAMIC AND MEANINGFUL EXPERIENCE FOR THE MUSEUM VISITOR.
Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency
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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)
Sign In — Free (10 views/day)| 2024 | 2023 | Change | |
|---|---|---|---|
| Revenue | $59,357,260 | $27,133,279 | +1.2% |
| Expenses | $36,894,060 | $34,235,671 | +0.1% |
| Net Income | $22,463,200 | $-7,102,392 | -4.2% |
Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics
Financial Distress Indicator
Liquidity & Cash Position
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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics
Sign In| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| MAUD S MANDEL | WILLIAMS COLLEGE, EX OFFICIO | 1.00 |
Director
|
$0 | $172,034 | $992,690 |
| OLIVIER B MESLAY | DIRECTOR & EX OFFICIO | 40.00 |
Officer
|
$541,998 | $205,785 | $747,783 |
| DAPHNE BIRDSEY | CHIEF ADVANCEMENT OFFICER | 40.00 |
Highest
|
$227,163 | $16,837 | $244,000 |
| ESTHER S BELL | DEPUTY DIRECTOR & CHIEF CURATOR | 40.00 |
Officer
|
$221,405 | $16,416 | $237,821 |
| ROBIN T SHER | CFO/COO/CLERK | 40.00 |
Officer
|
$195,036 | $27,249 | $222,285 |
| KATHLEEN MARIE MORRIS | MARX DIRECTOR COLLECTIONS & EXHIBITS | 40.00 |
Highest
|
$174,025 | $52,492 | $226,517 |
| VICTORIA T SALTZMAN | DIRECTOR OF COMMUNICATIONS | 40.00 |
Highest
|
$165,412 | $48,161 | $213,573 |
| WILLIAM J POWERS | DIRECTOR OF FACILITIES | 40.00 |
Highest
|
$154,117 | $48,002 | $202,119 |
| CAROLINE O FOWLER | DIRECTOR OF RESEARCH & ACADEMIC PROGRAMS | 40.00 |
Highest
|
$154,131 | $38,839 | $209,970 |
| GLENN BARNES | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| CYNTHIA BECK | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| MAUREEN FENNESSY BOUSA | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| SANDRA L BURTON | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| PATRICK J LANDERS | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| ELIZABETH B LEE | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| GLENN D LOWRY | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| MICHAEL R LYNCH | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| DORIS FISCHER MALESARDI | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| FRANK MARTUCCI | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| JAMES PARKS | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| WILLIAM C SCHMIDT | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| HOWARD SHAPIRO | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| TODD TIBBETTS | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| HELGE WEINER-TRAPNESS | TRUSTEE | 1.00 |
Director
|
$0 | $0 | $0 |
| DENISE LITTLEFIELD SOBEL | CHAIR | 4.00 |
Officer
Director
|
$0 | $0 | $0 |
| PAUL R PROVOST | VICE CHAIR | 4.00 |
Officer
Director
|
$0 | $0 | $0 |
| SCOTT SCHWEIGHAUSER | TREASURER | 4.00 |
Officer
Director
|
$0 | $0 | $0 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2025 | $59,357,260 | $36,894,060 | $760,739,357 | $22,463,200 |
| 2024 | No data | No data | No data | No data |
| 2023 | $10,724,599 | $31,550,903 | $657,691,537 | $-20,826,304 |
| 2022 | $8,296,004 | $29,732,280 | $670,367,352 | $-21,436,276 |
| 2021 | $8,093,612 | $28,984,597 | $748,008,228 | $-20,890,985 |
| 2020 | $26,673,561 | $27,753,959 | $592,810,685 | $-1,080,398 |
| 2019 | $26,948,382 | $29,975,167 | $590,626,701 | $-3,026,785 |
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