Bennington Museum, Inc.
Art History Innovation
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Exhibitions
Bennington Museum presents the most comprehensive collection of art and historical artifacts of Bennington and the surrounding region, featuring 22 changing exhibitions a year, in-person and digitally, on and off-site including several which can be accessed for free year-round.
Where we work
External reviews
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of teachers trained
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Holding steady
Number of donations made by board members
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
Context Notes
We track for full board investment, but this number does not account for multiple gifts made by board members throughout the year
Average number of dollars received per donor
This metric is no longer tracked.Totals By Year
Type of Metric
Other - describing something else
Direction of Success
Holding steady
Number of donors retained
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
Number of new donors
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
1
In 2019 Bennington Museum worked with New York-based firm, Christoff/Finio Architects, to complete a Conceptual Plan outlining the current infrastructure needs and possible solutions that might inform the basis for a future capital campaign. With the enforced closure and staff reductions caused by the COVID19 pandemic, the Board of Trustees took the opportunity to evaluate the goals within the Conceptual Plan which provided the answer to the question “WHAT is needed?” They began to formulate a cohesive strategy to determine HOW the Museum could arrive at the conceptual future vision. With the assistance of an outside facilitator, the Board conducted an organizational assessment designed to analyze the structure, processes, and systems within the Museum and to use those findings to guide a series of strategic planning sessions. Over the course of three in-depth sessions in the spring of 2021, the Board discussed and came to a new consensus on the Museum’s mission which included a community-centric focus. The executive steering committee developed the following directives:
We believe that by connecting people with real objects of art and history, and challenging them with complex ideas, we will excite the imagination, inspire innovation, and bring delight.
Our Purpose is to create effective connections and community through art, history, and nature. To do this we tell and exchange stories focused on our collections and the culture of our region.
Our Aspiration is that, through our collections and programs, people everywhere will come to value the stories of Vermont, the Bennington region, and the achievements of those who have lived here.
We commit ourselves to serve as stewards of our historic and evolving community’s sense of place, to narrate stories of all our region’s people, to operate in a sustainable manner, to contribute to our local economy, to create a stimulating educational environment.
What are the organization's key strategies for making this happen?
When developing the Strategic Plan, the Board worked with the staff to find tenable means of moving each section of the plan forward, and to determine the specific barriers to achieving the goals outlined therein.
Out-dated storage space was referenced in the previously completed Conceptual Plan, and indeed, the staff continued to identify inadequate and inaccessible storage as a key deficiency in their ability to care-take and manage the collections at Bennington Museum in service of the mission of preserving and presenting these unique artifacts for the public’s enjoyment and edification. An improved storage system fits into all of the categories within the Strategic Plan values, outlined in order as follows:
1) It would improve the Museum’s ability to effectively steward the region’s cultural treasures;
2) It would allow for greater opportunities to provide engaging educational opportunities to visitors;
3) More and better storage would create space for a greater variety of collections which would tell more inclusive stories of our community;
4) Being able to safely house important art and historic pieces allows the Museum to contribute to the Bennington region by bringing in tourism dollars and by being a point of pride for our community;
5) Finally, having stable storage is a fundamental need in order for a museum to consider itself sustainable.
In addition to the aspiration of Financial Stability and Acceleration, the key goals mentioned in the Strategic Plan that stem from those fundamental values and directly relate to this project include:
1) Achieving Governance and Operational Excellence
The Board recognizes a need for technology improvements, such as putting systems in place to ease access to the collection.
2) Improving Infrastructure
The Board has noted the need to eliminate risk for assets, which can be achieved through modern storage systems and practices.
3) Continuing Community Outreach and Growth
The Board intends to make products and services more accessible to the community by bringing innovative technology to the Museum so that the organization can be on par with current industry standards and practices.
The Museum’s Strategic Plan was approved on 9/27/2022 by the Executive Committee, and the Board understands that an improved storage system is copacetic with the Strategic Plan and approves pursuing funding for the project.
What are the organization's capabilities for doing this?
Bennington Museum has a nimble staff with both specialized and general skill sets. We are capable of following through with the goals laid out in the strategic plan.
What have they accomplished so far and what's next?
To date, we are in a fundraising campaign to install a state-of-the-art moveable modern storage system; we are moving our cumbersome server to a cloud-based model; we have updated security and lighting, and are installing new HVAC units in each gallery. We are also investing in better "smart" technology in offices, meeting spaces and classrooms.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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 strengthen relationships with the people we serve
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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 engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, It is difficult to identify actionable feedback
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
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- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Bennington Museum, Inc.
Board of directorsas of 10/30/2023
Consie West
Jennifer Fels
Anne Slattery
David Pilachowski
Tom Ascher
Ray Bolton
Brian Campion
Bill Deveneau
Perez Ehrich
Katie Hazlett Schmidt
Heather Hamilton
Peter Kinder
Steven Korn
Erin McKenny
Mary Ellen Munley
Don Trachte
Consie West
Kelly DePonte
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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 ? Yes -
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
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 10/30/2023GuideStar 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 review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- 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.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.