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Longwood Symphony Orchestra, Inc.

 10 Guest Street, Suite 295
 Boston, MA 02135
[P] (617) 987-0100
[F] (617) 3269169
http://www.longwoodsymphony.org
info@longwoodsymphony.org
Nick Adams
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INCORPORATED: 1982
 Printable Profile (Summary / Full)
EIN 04-2921296

LAST UPDATED: 08/31/2015
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

The mission of the Longwood Symphony Orchestra, the orchestra of Boston's medical community, is to perform concerts of musical diversity and excellence, while supporting health-related nonprofit organizations through public performances.

Mission Statement

The mission of the Longwood Symphony Orchestra, the orchestra of Boston's medical community, is to perform concerts of musical diversity and excellence, while supporting health-related nonprofit organizations through public performances.

FinancialsMORE »

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $235,000.00
Projected Expense $235,000.00

ProgramsMORE »

  • Healing Art of Music

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

The mission of the Longwood Symphony Orchestra, the orchestra of Boston's medical community, is to perform concerts of musical diversity and excellence, while supporting health-related nonprofit organizations through public performances.

Background Statement

Founded in Boston in 1982, the Longwood Symphony Orchestra LSO is a nonprofit organization that uniquely combines music, medicine, and public service. Named after Boston’s Longwood Medical Area, the LSO is composed primarily of highly trained musicians who are also medical professionals, and its programs focus on combining the healing arts of music and medicine.

The LSO’s mission is “to perform concerts of musical excellence and innovation while supporting medically related nonprofit organizations through music.”  This mission is realized through three key programs:
  1. Healing Art of Music: The LSO collaborates with local medically related nonprofit “Community Partners” to help them raise funds, develop new relationships with donors, heighten their public profiles, and enhance their general community standing. The LSO presents a year-round cycle of public symphonic concerts in New England Conservatory of Music’s Jordan Hall, with each concert featuring one of the LSO’s Community Partners. To date, the LSO has collaborated with 40 local medically related nonprofits and has raised more than $1,000,000 for its Community Partners.
  2. LSO on Call: LSO on Call is a series of chamber music performances that brings healing music directly to patients in a variety of health-care settings, such as senior centers and hospitals. In the past year, the program has expanded significantly, aided by a recently appointed volunteer program coordinator who has established a new system to coordinate musicians, expand the program’s network of performance venues, and document the impact on participating patients, caregivers, and medical musicians.
  3. Community Conversations: The importance of the arts in health care continues to be a topic of vigorous national conversation; the LSO is known as an important regional and national voice in this dialog. The signature event of the LSO’s Community Conversations program is “Crossing the Corpus Callosum,” a biannual national conference spearheaded by the LSO to bring together experts in the fields of neuroscience, healing, and the arts.

Impact Statement

In the past year, the LSO has accomplished significant organizational goals that have laid the groundwork for the LSO's continued success. These accomplishment include:
  1. Successfully produced four major concerts at Jordan Hall, partnering with four nonprofits to spotlight at each concert.  In May 2014, we enjoyed working with our most successful Community Partner to date, helping them raise nearly $200,000;
  2. Executed a gala event, recognizing the accomplishments of Dr. Robert Mayer, a pioneering physician at the Dana-Farber Cancer Institute, and;
  3. Organized a successful Executive Director search, hiring Nick Adams (formerly of Symphony NH).
With these accomplishments firmly in place, the LSO returns its focus to its programmatic goals, which include:
  1. Producing and performing four public subscription performances at Jordan Hall; identifying and successfully producing collaborations with four medically related nonprofit organizations (“LSO Community Partners”);
  2. Producing one free public outdoor concert in the summer at the Boston Esplanade;
  3. Producing various smaller LSO on Call and Community Conversation programs in the Greater Boston area throughout the year.

Needs Statement

In the coming year, the LSO faces increasing operational costs in the form of staff salaries and production expenses at Jordan Hall and Boston Latin School.  Other specific needs are:
  1. Website redesign and implementation: $4,500
  2. Rebranding across all areas of marketing and development: $2,500
  3. Administrative costs for LSO On Call (free chamber music program: $2,000
  4. New office printer/copier: $1,250

CEO Statement

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Board Chair Statement

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Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
GREATER BOSTON REGION, MA
Throughout the state of Massachusetts, mainly Boston and the surrounding areas.

Organization Categories

  1. Arts,Culture & Humanities - Symphony Orchestras
  2. Diseases Disorders & Medical Disciplines - Disease Disorders & Medical Disciplines NEC
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

Healing Art of Music

This year-round cycle of public symphonic concerts presented in New England Conservatory of Music’s Jordan Hall was established in 1991 and celebrates its 24th anniversary in FY-2015. To date, the LSO has collaborated with 40 Boston-based medically related nonprofit Community Partners who utilize concerts to raise funds, develop new relationships with donors, heighten their public profiles, and enhance their general community standing.

The LSO’s FY-2015 Community Partners are the Shattuck Partners, Caron Treatment Centers, Women of Means, and Vinfen.
Budget  $100,000.00
Category  Arts, Culture & Humanities, General/Other Musical Performances
Population Served General/Unspecified
Program Short-Term Success  The LSO helps a Community Partner plan and execute a special event surrounding its assigned LSO performance. This special event may replace the Community Partner organization's annual gala or other large-scale fundraiser. More often than not, a Community Partner is in an early organizational stage and utilizes its partnership as a first endeavor into fundraising through special events. For example, the LSO's October 2011 Community Partner was the Sharewood Project, a free clinic led by students and faculty of Tufts University School of Medicine. The Sharewood Project used their partnership as an opportunity to honor a community leader, establish an annual giving campaign, engage their alumni population, and connect with various departments and administrators at Tufts. The Sharewood Project raised $20,000 through their event, a significant improvement on their past average annual fundraising results of just $8,000.
Program Long-Term Success  The LSO has has been nationally recognized for this program, which received the League of American Orchestras’ 2007 MetLife Excellence in Community Engagement Award and the 2011 Commonwealth Award from the Massachusetts Cultural Council.
Program Success Monitored By  The LSO's Executive Director and Community Engagement Committee work closely with each Community Partner to create a meaningful and impactful special event with an LSO concert as the centerpiece. Following each engagement, the LSO administers a survey to the Community Partner organization and holds a follow-up meeting. The LSO uses the survey results and follow-up discussions to refine the Healing Art of Music program for future Community Partnerships.
Examples of Program Success  During the 2011-12 season, the LSO celebrates the 20th anniversary of the Healing Art of Music program. Throughout these 20 years, the LSO has worked with 40 nonprofit Community Partner organizations and has helped them raise more than $1,000,000 for their unique causes.

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Nick Adams
CEO Term Start July 2014
CEO Email nick@longwoodsymphony.org
CEO Experience
Nick Adams is experienced both as a musician and administrator.  Having played trombone professionally in the United States Air Force Heartland of America Band, he understands the unique perspective of a performing musician.  Coupled with nine years of arts administrative experience (most recently with Symphony NH), Nick brings a comprehensive view to the area of performing arts management.  
 
Nick received his Bachelor of Music from the Honors College at the University of South Carolina and a Masters Degree in Trombone Performance from the Mannes College of Music (NYC).   
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
MetLife Award for Excellence in Community Engagement League of American Orchestras 2007

Affiliations

Affiliation Year
League of American Orchestras 1996
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 1
Number of Part Time Staff 1
Number of Volunteers 120
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 2
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 1
Male: 1
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Under Development
Nondiscrimination Policy Under Development
Whistle Blower Policy No
Document Destruction Policy --
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Semi-Annually
Senior Management Formal Evaluation and Frequency N/A N/A
Non Management Formal Evaluation and Frequency N/A N/A

Governance


Board Chair Dr. Thomas Sheldon
Board Chair Company Affiliation Concord (NH) Hospital
Board Chair Term July 2013 - July
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term Apr -

Board Members

Name Company Affiliations Status
Dr. Michael Barnett Brigham & Women's Hospital Voting
Mr. Jon Epstein Microsoft Voting
Ms. Christina Frangos JD Mintz Levin Voting
Dr. Mark C. Gebhardt Beth Israel Deaconess Medical Center Voting
Ms. Luba Greenwood JD Pfizer Voting
Mr. John Hecker AIA Carr, Lynch and Sandell Voting
Ms. Tobi-Ann Kocher Wayland Public Schools Voting
Ms. Ramona Nee JD Weil, Gotshal and Manges, LLP Voting
Dr. Thomas Sheldon Concord Hospital (NH) --
Mr. Paul Silver Handyman Heroes Voting
Dr. Andrea Spencer Massachusetts General Hospital and McLean Hospital Voting
Mr. Adam Weber MBA, MSA Grant Thornton Voting
Dr. Stephen C. Wright Brigham & Women's and Faulkner Hospitals Voting

Constituent Board Members

Name Company Affiliations Status
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Youth Board Members

Name Company Affiliations Status
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Advisory Board Members

Name Company Affiliations Status
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Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 12
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 8
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % 90%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

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CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year July 01, 2014 to June 30, 2015
Projected Income $235,000.00
Projected Expense $235,000.00
Form 990s

2014 LSO Form 990

2013 LSO Form 990

2012 LSO Form 990

2011 LSO Form 990

2010 LSO Form 990

2009 LSO Form 990

2008 LSO Form 990

Audit Documents

2014 LSO Reviewed Financials

2013 LSO Reviewed Financials

2012 LSO Reviewed Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $246,415 $221,615 $293,684
Total Expenses $241,712 $232,191 $194,578

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
-- $75,618 --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $94,730 $48,896 $110,072
Indirect Public Support -- -- --
Earned Revenue $75,596 $97,101 $114,388
Investment Income, Net of Losses -- -- --
Membership Dues -- -- --
Special Events $76,089 -- $69,224
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $133,441 $121,178 $97,442
Administration Expense $75,492 $76,410 $62,598
Fundraising Expense $32,779 $34,603 $34,538
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.02 0.95 1.51
Program Expense/Total Expenses 55% 52% 50%
Fundraising Expense/Contributed Revenue 19% 28% 19%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $110,972 $108,241 $135,299
Current Assets $109,219 $106,016 $133,746
Long-Term Liabilities $0 $0 $0
Current Liabilities $4,116 $6,088 $22,570
Total Net Assets $106,856 $102,153 $112,729

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
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Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 6.00

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 26.54 17.41 5.93

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in charts and graphs are per the organization's IRS 990s.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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