Arts, Culture, and Humanities

Adirondack Historical Association

  • Blue Mountain Lake, NY
  • http://www.adkmuseum.org/

Mission Statement

The Adirondack Museum expands the public understanding of Adirondack history and the relationship between people and the Adirondack wilderness, fostering informed choices for the future. The Adirondack Museum welcomes more than 50,000 annual visitors and more than 4 million to date. Visitors come primarily from New York State, the New England States, Canada and beyond. Outreach programs are offered to K-12 students throughout the Adirondack Park serving up to 7,000 students annually.

Main Programs

  1. Adirondack Museum Programs
Service Areas

Self-reported

National

Northern New York State

ruling year

1992

Executive Director

Self-reported

Mr. David J Kahn

Keywords

Self-reported

Adirondack, history, museum, Adirondack Museum

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EIN

13-5635801

Physical Address

9097 State Road 30

Blue Mountain Lake, NY 12812

Also Known As

Adirondack Museum

Contact

Cause Area (NTEE Code)

History Museums (A54)

Libraries, Library Science (B70)

Museum & Museum Activities (A50)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

The Adirondack Museum shares the history of the people who lived, worked and played in the Adirondacks to more than 50,000 visitors each year - more than 4 million to date. The Adirondack Museum is one of the largest museums in upstate New York. Its collections comprise the largest and broadest extant holdings of historical artifacts, fine and decorative arts, and research materials that document Adirondack history and culture. The museum’s 23 buildings are located in a rural location on a 32-acre site surrounded by magnificent vistas. Traditional galleries house 58,000 square feet of exhibitions. Historic structures accommodate an additional 7,000 square feet of exhibitions. The museum is open seasonally - May through October.

Programs

Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Program 1

Adirondack Museum Programs

Museum visitors observe and learn about the history of the Adirondack region through activities, exhibits, programs, workshops, and demonstrations by traditional artisans. These included a No-octane Regatta weekend, a seasonal Monday Evening Lecture Series, a Garden Festival, an Antiques Appraisal Day, and a Juried Rustic Furniture Fair. Demonstrations include rustic furniture making; basket-weaving; quilt making; fleece spinning, wool carding, yarn dying, and knitting; traditional blacksmithing; Swedish rug weaving; and Apple Pressing with a steam-powered cider press. Rustic mirrors, rustic tables, pine needle baskets, pressed flowers, Adirondack pack baskets, birch bark containers, and porcupine quillwork workshops are held. Ongoing hands-on activities include a boat shop for kids, a row on the pond in a restored nineteenth-century skiff, and an active guideboat builder's shobut predominately the eastern United States.

Category

Museums

Population(s) Served

General Public/Unspecified

None

None

Budget

$4,891,125.00

Charting Impact

Self-reported by organization

Five powerful questions that require reflection about what really matters - results.

  1. What is the organization aiming to accomplish?
    Beginning in 2012, working in collaboration with some of the nation’s most prominent museum consultants, the Adirondack Museum started developing the first Exhibition Master Plan in its history. The museum welcomed its four-millionth visitor during the summer of 2011. The driving force behind the creation of the Exhibition Master Plan is to make sure that the museum is in a strong position to continue conveying the story of the Adirondacks to its next four million visitors in the most engaging possible manner. The plan will lay out a blueprint for bringing the museum’s 65,000 square feet of exhibitions up to date through the introduction of more interactive, hands-on learning opportunities and a greater focus on the contemporary world. Future implementation of the plan in 2014 – 2017 is expected to; increase the museum’s audience; broaden public understanding of the relation between people and the environment in the Adirondacks; and enhance institutional sustainability through increased earned and contributed revenue that will result from higher visitation and a more prominent institutional profile.
  2. What are the organization's key strategies for making this happen?
    In keeping with museum practice, evaluation will take place throughout planning to guarantee that exhibition ideas generated by the planning team resonate with potential future visitors to the Adirondack Museum. All evaluation will be the responsibility of Dr. Jeffrey Hayward of People, Places & Design Research. There will be three phases to the evaluation process. During Phase I, Dr. Hayward will review 10 years worth of visitor studies commissioned by the Adirondack Museum. The purpose will be to develop a concrete profile of the museum’s audience and to generate hypotheses about the needs and interests of existing and aspirational audiences. Phase II will be designed to confirm the initial hypotheses about the museum’s audiences and begin testing receptiveness to specific exhibition and visitor experience ideas generated by the planning team. This phase of research will take place in the spring and is likely to be quantitative and conducted online. A detailed research agenda will be created following Phase I. Once the results of Phase II research have been tabulated and evaluated, they will be used to reshape, as necessary, the planning team’s ideas about future visitor experiences at the Adirondack Museum. Following additional development of those ideas, Phase III of research will be conducted during the summer. It will involve both quantitative and qualitative testing of the planning team’s ideas. Research will take place on campus and likely involve techniques such as intercept interviews and focus groups. The results of this phase of research will be used to further fine tune the assumptions of the planning team.
  3. What are the organization's capabilities for doing this?
    The museum has a staff of 32 year round and 65 seasonal employees, an operating budget of $4.5M, and is financially sound with an endowment of approximately $43M. In 2011 the museum’s board mounted a national search for a new Executive Director. David M. Kahn was hired in September 2011 and charge with the task of reimaging the Adirondack Museum for contemporary visitors. Kahn’s previous experience includes serving as Executive Director of the Brooklyn Historical Society, the Connecticut Historical Society, the Louisiana State Museum, and the San Diego History Center. During the boards fall 2011 retreat, Kahn and the member of the board reviewed the museum’s recent history and its opportunities and concluded that it would be in the best interests of the institution to develop an Exhibition Master Plan to serve as a blueprint for upgrading and revitalizing the visitor experience.
  4. How will they know if they are making progress?
    Not available.
  5. What have and haven't they accomplished so far?
    Not available.
Service Areas

Self-reported

National

Northern New York State

Social Media

External Reviews

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

ADIRONDACK HISTORICAL ASSOCIATION
Fiscal year: Jan 01-Dec 31
Yes, financials were audited by an independent accountant.

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Operations

The people, governance practices, and partners that make the organization tick.

Adirondack Historical Association

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2014, 2013 and 2012
  • Board Chair and Board Members
  • Access to the GuideStar Community
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Executive Director

Mr. David J Kahn

Governance

BOARD CHAIR

Kevin Arquit

BOARD LEADERSHIP PRACTICES

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices. Self-reported by organization


RESPONSE NOT PROVIDED

BOARD ORIENTATION & 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?


RESPONSE NOT PROVIDED

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?


RESPONSE NOT PROVIDED

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?


RESPONSE NOT PROVIDED

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?