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Museum of Fine Arts

 465 Huntington Avenue
 Boston, MA 02115
[P] (617) 267-9300
[F] --
Oliver Barker
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 Printable Profile (Summary / Full)
EIN 04-2103607

LAST UPDATED: 11/05/2017
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes



Mission StatementMORE »

The mission of the Museum of Fine Arts, Boston (MFA), is to house and preserve its preeminent collections and to serve a wide variety of people through direct encounters with works of art. The Museum’s aim is to encourage inquiry and to heighten public understanding and appreciation of the visual world through increasing the standards of quality in collections, exhibitions, programs, research, and publications; assuming conservation as a primary responsibility; celebrating diverse cultures and welcoming new and broader constituencies; and creating educational opportunities for a wide range of visitors.


Mission Statement

The mission of the Museum of Fine Arts, Boston (MFA), is to house and preserve its preeminent collections and to serve a wide variety of people through direct encounters with works of art. The Museum’s aim is to encourage inquiry and to heighten public understanding and appreciation of the visual world through increasing the standards of quality in collections, exhibitions, programs, research, and publications; assuming conservation as a primary responsibility; celebrating diverse cultures and welcoming new and broader constituencies; and creating educational opportunities for a wide range of visitors.


FinancialsMORE »

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $78,862,000.00
Projected Expense $78,740,000.00

ProgramsMORE »

  • 1) Artful Healing
  • 2) Ambassador Program
  • 3) Access Initiatives
  • 4) Arts of Japan Galleries

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Mission Statement

The mission of the Museum of Fine Arts, Boston (MFA), is to house and preserve its preeminent collections and to serve a wide variety of people through direct encounters with works of art. The Museum’s aim is to encourage inquiry and to heighten public understanding and appreciation of the visual world through increasing the standards of quality in collections, exhibitions, programs, research, and publications; assuming conservation as a primary responsibility; celebrating diverse cultures and welcoming new and broader constituencies; and creating educational opportunities for a wide range of visitors.


Background Statement


Founded in 1870, the Museum opened its doors to the public on July 4, 1876, the nation’s centennial. Originally built in Copley Square, the MFA was then home to 5,600 works of art. Over the next several years, the collection and number of visitors grew exponentially, and in 1909, the Museum moved to its current home on Huntington Avenue.

Today, the MFA’s encyclopedic collections are among the most comprehensive in the Western hemisphere. Nearly 500,000 works of art are organized into eight curatorial departments: Art of the Americas; Art of the Ancient World; Art of Asia, Oceania and Africa; Art of Europe; Contemporary Art; Musical Instruments; Prints, Drawings and Photographs; and Textiles and Fashion Arts.

The MFA strives to serve broad constituencies, including families, disadvantaged youth, students, educators, individuals with disabilities, and senior citizens, and is working to engage and celebrate the diverse communities of Greater Boston by connecting its collections to new and underrepresented audiences through a growing program of free Open Houses and cultural festivals. The MFA has an excellent record of providing engaging, varied, and accessible exhibitions and community programming reflecting the diversity of its audience.

Last year, the Museum welcomed 1.2 million local, national, and international visitors, exceeding an ambitious attendance forecast by 10%. An additional 4.2 million users accessed collections, exhibitions, and conservation information online, for free, at Nearly 230,000 people participated in more than 3,000 educational programs and events, including lectures, gallery talks, artist demonstrations, family programs, films, concerts, and studio art classes. Recent exhibition offerings have included In the Wake: Japanese Photographers Respond to 3/11; Gordon Parks: Back to Fort Scott; Goya: Order and Disorder; Magna Carta: Cornerstone of Liberty; Fresh Ink: Ten Takes on Chinese Tradition; Ori Gersht: History Repeating; Sacred Pages: Conversations about the Qur’an; Permission to be Global / Prácticas Globales: Latin American Art from the Ella Fotanals-Cisneros Collection; and She Who Tells a Story: Women Photographers from Iran and the Arab World.

Impact Statement


Each year, the MFA develops innovative exhibitions and complementary outreach programming. The exhibition “Takashi Murakami: Lineage of Eccentrics – A Collaboration with Nobuo Tsuji and the Museum of Fine Arts, Boston ” (October 18, 2017 – April 1, 2018) for example, pairs contemporary work by Takashi Murakami, one of the most imaginative and important artists working today, with masterworks from the MFA’s renowned collection of Japanese art—among the greatest in the world. The exhibition reveals how Murakami’s contemporary vision is richly inflected by a dynamic conversation with the historical past, framed by a creative dialogue with the great Japanese art historian, Professor Nobuo Tsuji. Together, Murakami and Professor Tsuji have chosen the objects on view in the exhibition, including paintings and sculpture created by the artist in direct response to Japanese masterpieces from the MFA’s collection, such as Soga Shōhaku’s 36-foot-long Dragon and Clouds (1763), and the Heiji Scroll (second half of the 13th century)—one of the most famous Japanese works of art outside of Japan.

The Museum also hosts at least four Open Houses annually, with free admission and family-focused programming for about 10,000 visitors on each of the days. In addition, the MFA recently introduced a number of highly successful annual cultural festivals that celebrate the visual arts, film, music, food, and traditions of Boston’s diverse populations. These events include Lunar New Year, celebrating Chinese, Korean, and Vietnamese New Year traditions; Diwali, the Indian festival of lights; and Nowruz, the Persian New Year.


Needs Statement


1. Artful Healing offers art-making activities for children, teens, young adults, and their families in Boston-area hospitals. The program requires $75,000 to fund annually.

2. The Ambassador Program employs local university students to serve visitors with a helpful understanding of the MFA’s collections and operations. The program has an annual budget of $50,000.

3. The MFA’s Access Initiatives offer guided interactive tours to visitors with disabilities, which are tailored to their needs. The budget for these initiatives is $24,000.

4. Work undertaken to improve the Art of the Ancient World will include the renovation and reinstallation of four galleries dedicated to Gods and Goddesses (both Greek and Roman), Byzantine Art, Early Greek Art, and a unique pairing of contemporary sculptures by Cy Twombly (American, 1928-2011) with Greek and Roman art, a source of creative inspiration for the 20th-century master. This innovative installation will invite museum-goers to make their own connections and comparisons to the art of the past. The total budget for the renovation is $18,882,331.


CEO Statement


Dear Friends,

I am pleased to share a Strategic Plan that embraces our mission of bringing art and people together with a new sense of urgency. In 2020, the MFA will celebrate the 150th anniversary of its founding. Our shared vision for 2020 declares a set of MFA priorities for the next three years. We believe in the power of art and commit to fully realizing our role in connecting world cultures and a destination for convening, reflection, and ideas. MFA 2020 envisions a future with art in which we are known for our spirit of collaboration and ability to welcome and deeply engage a wide variety of audiences in the life of the Museum. We will celebrate artists across time, honor all visitors, and invite many voices to participate.

A spirit of collaboration and engagement is at the core of MFA 2020, a Strategic Plan that articulates a shared voice and vision for the next three years at the Museum. At the heart of the plan is an ambitious commitment to activating new audiences around the Museum’s collection, and bringing diverse perspectives together to reflect on art as a platform to address the times in which we live.

MFA 2020 will be realized through five pillars that reflect a mindful shift from where the MFA is today and lays out how it will respond to new ideas, link cultures, and cultivate a range of voices to encourage change. These imperatives are: Collect Purposefully, Collaborate Generously, Invite Boldly, Welcome Warmly, and Engage Deeply. Our roadmap charts a path forward to becoming an institution of the moment and of the community.

These foundational values will lead the MFA into the future and secure a greater role of relevance in the city. MFA 2020 expresses the Museum’s commitment to local, national and international visitors, members and supporters—while also broadening the Museum’s reach. We will develop programs that attract new and diverse audiences who represent Boston’s changing demographics and innovative culture—specifically, students (K–12, undergraduate and graduate), multigenerational families, and creative professionals.

While building on the success of many established Museum programs, MFA 2020 incorporates more than 50 new initiatives. This plan is a living document—our first installment in a process to achieve transformational ambitions, inviting the continued dedication and involvement of staff, volunteers, and governance.

Looking forward,
Matthew Teitelbaum
Ann and Graham Gund Director

Board Chair Statement


Geographic Area Served


About 68% of MFA visitors come from within the Boston DMA (Designated Market Area, which includes parts of nearby New Hampshire and Vermont, and not all of Massachusetts).  Based on the January-March 2015 MFA zip code survey, the majority of domestic tourists come from New York,  New Hampshire, Massachusetts (outside the Boston DMA), and California. International visitors hail primarily from Japan, Canada, the United Kingdom, and Western Europe.

Organization Categories

  1. Arts,Culture & Humanities - Art Museums
  2. Education -
  3. -

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



1) Artful Healing

Artful Healing offers art-making activities for children, teens, young adults, and their families in Boston-area hospitals. Workshops are conducted in a group setting or bedside in patients’ rooms at regularly scheduled times, and are offered entirely free of charge. Each workshop begins with a slideshow of images from the Museum’s collection focused on a particular theme, which can range from animals to jewelry. Following the slideshow and discussion, patients take part in a hands-on activity related to what they have seen, led by an MFA educator. These art workshops provide a fun and creative experience for participants undergoing medical treatment. Artful Healing is currently run weekly at Boston Children’s Hospital, three times per month at Dana-Farber Cancer Institute, and bi-weekly at Massachusetts General Hospital.

Budget  $75,000.00
Category  Education, General/Other
Population Served Adults Aging, Elderly, Senior Citizens Children and Youth (0 - 19 years)
Program Short-Term Success 

Artful Healing provides patients with a respite from their hospitalization and variation from their hospital routine, and gives them access to the arts in a flexible and responsive environment. From painting on canvas to embossing foil pendants, Chinese brush painting to sculpting with clay, the activities are varied and engage participants in a positive and creative way.

Program Long-Term Success 

Long term, Artful Healing participants experience improved mood and outlook, high levels of engagement and interest in art activities, boosted self-esteem, skills development, and exposure to the arts. Patients consistently comment that the program makes them feel better and eases the process of recovery, indicative of the impact of psychological well-being on physical healing and recovery.

Program Success Monitored By 

Through regular communication and collaborative planning, MFA staff and art educators partner with nurses and child life specialists at partner hospitals to ensure that programs are reliably delivered on schedule, and that they accommodate the conditions and needs of particular hospital units and patient populations.

Examples of Program Success 

Artful Healing currently offers two-hour sessions up to four times a month with Boston Children’s Hospital, Dana-Farber Cancer Institute, and Massachusetts General Hospital; all three partners are looking to increase the number of sessions offered, and several other Boston-area hospitals have requested to join the program at a weekly frequency.

The below quotes also demonstrate the significant impact of the program:

· “I wasn’t sure I could do this project because my hands get tired. Thank you for taking the time to help me because I really like the way my painting turned out. It was nice to sit and work on something for a while.”– Patient, Massachusetts General Hospital

· “My daughter has just been diagnosed with a brain tumor and has been through a great deal the last month and a half. I honestly have to say that sitting with you and your colleague painting—seemingly such a small thing—made her so incredibly happy.”– Parent of patient, Boston Children’s Hospital

2) Ambassador Program

MFA Ambassadors provide on-the-spot customer service to visitors throughout the building, offering guidance and interpretation. Approximately 20 college students serve as Ambassadors annually, and the program is open to all work-study eligible students at participating universities. They complete several intensive training sessions designed to familiarize them with a range of material, including the Museum’s culturally diverse curatorial content, exhibition schedules, community programming, way-finding techniques, and general operations. Last year, Ambassadors came from five different Boston-area colleges and spoke a total of eight foreign languages as a group. The Museum is currently recruiting from more schools than ever, and received 90 applications for 11 openings this year.

Budget  $50,000.00
Category  Arts, Culture & Humanities, General/Other Museum Audience Services
Population Served Adolescents Only (13-19 years) US& International
Program Short-Term Success 

Ambassadors play a critical role in assisting visitors with needs ranging from questions about programming and exhibitions to accessibility, along with providing spotlight talks about the collection. Whether complex or routine, Ambassadors handle inquiries with a level of professionalism and enthusiasm that directly benefits guests at the Museum. By training college students in customer service roles, the MFA is effectively improving its visitors’ experiences, while also achieving its visitor experience goals.

Program Long-Term Success 

The Ambassador Program enables participating students to develop skills that have a significant impact on their post-graduation endeavors. Alumni of the program frequently cite it as being a source of inspiration for them when making academic and professional decisions. Furthermore, the program has greatly improved the relationship the Museum has with visitors and the greater community, by making the MFA a more welcoming destination for everyone, especially families.

Program Success Monitored By 

The efficacy of the program is evaluated regularly through visitor feedback, staff discussions, and “secret shopper” reports. Visitor feedback is gathered through the MFA’s website and is analyzed on a weekly basis. In addition to in-house data, “secret shopper” reports are submitted by a third-party service. These visitors arrive unannounced to the Museum with the goal of interacting with staff members to assess the overall level of customer service that is being provided. Each time an Ambassador is graded by a secret shopper their reviews have been positive, and serve as proof that the program’s intensive training regiment and overall approach to customer service is effective.

Examples of Program Success 

An alumnus of the Ambassador Program, Charles C. is currently a PhD candidate at Brown University where he is studying medieval European history. During his time as an Ambassador, Charles gave a public gallery talk entitled “Blessed Among Women: The Cult of Mary and the Gendered Body in Medieval Art,” which allowed him to tie his studies to the MFA’s collection. Rachel L., a current Ambassador, is an international student from Korea enrolled at Boston College. As English is her second language, Rachel was initially shy and nervous when interacting with visitors. Rachel participated in public speaking workshops at the Museum and presented multiple times to MFA staff and coworkers. These opportunities, often rare in undergraduate college settings, allowed Rachel to develop her skills, build confidence, and become much more at ease.

3) Access Initiatives

The goal of the MFA’s Access Initiatives is to welcome visitors with disabilities to the Museum with guided interactive tours that are tailored to their needs. Directed toward teens and adults with varying disabilities, “Access to Art” tours provide participants with a broad introduction to the MFA. “A Feeling for Form” tours are offered to visitors who are blind or have low vision. In 2013, the MFA launched an expansion of the program titled “Second Saturdays,” directed toward individuals with memory loss and dementia and their care partners. The Museum also offers a variety of opportunities that are presented or interpreted in American Sign Language (ASL) for deaf visitors.

Budget  $24,000.00
Category  Arts, Culture & Humanities, General/Other Museum Audience Services
Population Served People/Families with of People with Disabilities
Program Short-Term Success 

Access Initiatives enable visitors with specific needs to engage with art objects through touch, description, tactile materials, and other means. The “Access to Art,” “A Feeling for Form,” and “Second Saturdays” programs, which often also involve art-making activities, enable visitors to interact with artworks.

Program Long-Term Success 

Access Initiatives have a long-term impact on the way guests with disabilities are received at the Museum. Led by trained volunteers, these programs help visitors feel comfortable at the MFA. As part of these initiatives, the MFA also provides free, untimed, and undated Museum passes to organizations that work with people with disabilities and senior citizens, giving them the opportunity to visit the MFA on their own.

Program Success Monitored By 

Because Access Initiatives are intentionally visitor-centered, evaluations are used to make sure that they meet the evolving needs of visitors. “Second Saturdays” was created in order to provide a point of access for visitors with memory loss and/or dementia who are being cared for at home and not affiliated with a partner organization. All volunteer Access Guides fill out an evaluation after each “Access to Art,” “A Feeling for Form,” and “Second Saturdays” tour, and partners and new groups are also sent an evaluation form. In addition, the MFA has a dedicated Manager of Accessibility, who is responsible for overseeing the Museum’s Access Initiatives.

Examples of Program Success 

In FY14, more than 2,600 visitors participated in “Access to Art” and “A Feeling for Form.” In the fall of 2013, the MFA launched an expansion of the program titled “Second Saturdays,” directed toward individuals with memory loss and dementia and their care partners.

The Museum has received overwhelmingly positive feedback from program participants and their families:

· “I want to thank you for including my husband and me in the “Second Saturdays” program last weekend. It was a wonderful experience! I have no words to describe how amazing it was to see my husband looking at art with recognition and great pleasure. The guides were very supportive and informative, and they provided both of us with a truly memorable day.”

· “Just dropping a quick note to say how much I enjoyed my touch tour today. The guides are always prepared, very, very smart, and can answer anything I throw at them.”

4) Arts of Japan Galleries


The MFA proposes to renovate four galleries located on the second story of the Behrakis Wing. This project represents the next stage of a multi-phase initiative to transform the display of the MFA’s Ancient World collection, one of the finest and most comprehensive in the world.

Work on this project will include the creation of a new Gods and Goddesses Gallery highlighting major large-scale marble sculptures and bronzes. The nearby Byzantine Art Gallery, the first of its kinds in New England, will cover a geographically diverse collection of works ranging in origin from the era of Emperor Constantine the Great in the 4th century to the fall of Constantinople in 1453. Gallery renovations will also include a new space for Early Greek Art and a unique installation pairing contemporary sculptures by Cy Twombly with Greek and Roman art, a source of creative inspiration for the 20th-century master.


Budget  $18,882,331.00
Category  Arts, Culture & Humanities, General/Other Museum Collections Conservation
Population Served US& International
Program Short-Term Success 

In the short term, the Museum’s new Arts of Japan Galleries will push the boundaries of display and interpretation for the 21st-century museum-goer with the highest quality display cases and technological resources, including interactive kiosks and terminals connected to the MFA’s collections database, mobile applications, and other multimedia systems. These improvements will enable visitors to more readily interact and engage with the objects on display.

Program Long-Term Success 

The MFA’s reimagined Arts of Japan Galleries will fundamentally transform the presentation and understanding of Japanese art and culture in Boston and beyond. Through thematically organized displays, the Museum’s renovated spaces will offer visitors from across the globe an innovative approach to Japanese art. The galleries will provide viewers unfamiliar with Japanese culture with a broad introduction to the subject while giving more knowledgeable visitors an in-depth look at the historical, conceptual, and aesthetic intricacies of Japanese art forms. When complete, the project will result in suite of seven galleries, including three spaces currently closed to the public, which will introduce visitors to interrelated themes of religious ritual, imperial and military might, urban life, and Japan’s relationship with the outside world.

Program Success Monitored By 

The MFA assesses the success of exhibitions and programs by tracking attendance and via the Museum’s ongoing Visitor Experience Survey, which collects both quantitative and qualitative data from general visitors to the Museum. Additional evaluation methods include focus groups and interviews, as well as observation, visitor interviews, and on-line surveys.

Examples of Program Success 

The recent, critically-praised reinstallation of six galleries in the Art of the Ancient World Wing (which mirrors the spaces proposed for renovation of the Arts of Japan Galleries) has provided important momentum for the project. Their reopening enabled the Museum to install desperately-needed updates to the HVAC system; update electrical and fire suppression systems; install LED lighting; and make the galleries ADA accessible. In addition, it brought renewed, and deserved, attention to the Museum’s world-renowned collection of Greek art. The reimagined and reinstalled Arts of Japan Galleries will benefit significantly from these upgrades and will enjoy similar acclaim.

CEO/Executive Director/Board Comments



CEO/Executive Director Mr. Matthew Teitelbaum
CEO Term Start Aug 2015
CEO Email
CEO Experience
Matthew Teitelbaum was appointed as Ann and Graham Gund Director of the Museum of Fine Arts, Boston on August 3, 2015. Prior, he served as the Michael and Sonja Koerner Director and chief executive officer of the Art Gallery of Ontario (AGO) since 1998 after having first joined the museum in 1993 as Chief Curator. With a vision to transform the AGO into an institution of global stature serving a vibrant city and region, Mr. Teitelbaum significantly grew the museum’s collections, broadened its audiences, increased its research initiatives, and raised its standing to unprecedented levels. Starting in 2002, he spearheaded a major expansion and renovation of the museum, realized by Toronto-born architect Frank Gehry, which encompassed a 47 percent increase in gallery and exhibition space and a complete refurbishment of its existing beaux arts building. Prior to joining AGO, he held curatorial positions with the Institute of Contemporary Art, Boston; the Mendel Art Gallery, Saskatoon; and the London Regional Art Gallery in London, Ontario.

A scholar of contemporary, European, and Canadian art, Mr. Teitelbaum holds a bachelor of arts with honors in Canadian history from Carleton University, a master of philosophy in modern European painting and sculpture from the Courtauld Institute of Art, London, and an honorary Doctor of Laws from Queen’s University. He has taught at Harvard University, York University, and the University of Western Ontario, and has lectured internationally.

In addition to his academic pursuits, Mr. Teitelbaum has been actively involved in a range of arts organizations. He has served as a member of the Canadian Art Museum Directors’ Organization and as the Vice Chair of the International Group of Organizers of Large Scale Exhibitions. He is a past president of the Association of Art Museum Directors and chair of its nominating and governance committee.

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
Ms. Kristin Ferguson Chief of the Director's Office --
Ms. Katie Getchell Chief Brand Officer, Deputy Director --
Ms. Cynthia Glott Acting Chief of External Relations, and Senior Director, External Relations and Governance --
Mr. Mark Kerwin CPA Chief Financial Officer, Deputy Director --
Mr. Chris Newth Chief, Curatorial Administration --
Mr. Edward Saywell Chief of Exhibitions Strategy and Gallery Displays --


Award Awarding Organization Year
-- -- --


Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 447
Number of Part Time Staff 99
Number of Volunteers 1,190
Number of Contract Staff 700
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 53
Asian American/Pacific Islander: 41
Caucasian: 849
Hispanic/Latino: 74
Native American/American Indian: 1
Other: 0
Other (if specified): 22 (two or more)
Gender Female: 379
Male: 661
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? No
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 3
Management Succession Plan No
Business Continuity of Operations Plan Yes
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy --
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? No
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually


Board Chair Mr. Kevin T Callaghan
Board Chair Company Affiliation Berkshire Partners
Board Chair Term Sept 2017 - Sept 2020
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Jill Avery Harvard Business School Voting
Mr. Edward Baker-Greene Voya Financial Voting
Ms. Deborah Bornheimer Boston Athenaeum Voting
Ms Nina Burr Civic Volunteer Voting
Mr. Kevin Callaghan Berkshire Partners LLC Voting
Ms. Monica Chandra Managing Director,3Edge Assett Management Voting
Mr. Tommy Chang Superintendent, Boston Public Schools Voting
Mr. Howard Cox Greylock Voting
Mr. Peter Creighton Founding Principal, Land Resource Associates Voting
Mr. David D. Croll M/C Venture Partners Voting
Mrs. Susan Donahue Civic Volunteer Voting
Mr. Ronald Druker Druker Companies Voting
Mr. William R. Elfers Tower Capital Partners Voting
Mr. James M. Glaser Tufts University Voting
Mr. David Goel Matrix Capital Management LLC Voting
Ms. Abigail Ross Goodman ARG Projects Voting
Mr. Nicholas P. Greville Retired Voting
Mr. Tarun Khanna Harvard Business School Voting
Ms. Patricia Kraft Owner, Bellezza Home & Garden Voting
Ms. Lizbeth Krupp Civic Volunteer Voting
Mr. Jeffrey Leiden Chairman, Vertex Pharmaceuticals Voting
Mr. Richard K. Lubin Berkshire Partners LLC Voting
Mr. Carl Martignetti Martignetti Companies Voting
Mr. P. Andrews McLane TA Associates, Inc. Voting
Mr. P. Andrews McLane Senior Advisor, TA Associates Voting
Mr. Robert Nagle InterSystems Voting
Mrs. Carol Noble Civic Volunteer Voting
Mr. Timothy Phillips Beyond Conflict Voting
Mr. Samuel Plimpton The Baupost Group Voting
Ms. Amy Poorvu Civic Volunteer Voting
Ms. Christine Reif Massachusetts Institute of Technology Voting
Mr. Jeffrey Rudman Retired, WilmerHale Voting
Ms. Darlene Sallan Chair, MFA Associates Voting
Mrs. Theresa M. Stone Retired Voting
Mrs. Lisbeth Tarlow Initiative on Women's International Leadership, Fletcher School, Tufts University Voting
Mrs. Pamela Voss Civic Volunteer Voting
Mrs. Carol Wall Vance Wall Foundation Voting
Mayor Martin J. Walsh City of Boston Voting
Ms. Roberta Weiner Civic Volunteer Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 39
Other (if specified): 0
Gender Female: 18
Male: 21
Not Specified 0

Board Information

Board Term Lengths 4
Board Term Limits 3
Board Meeting Attendance % 75%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Board Governance
  • Campus Planning and Development
  • Capital Campaign
  • Collections
  • Communications / Promotion / Publicity / Public Relations
  • Diversity & Inclusion
  • Education
  • Executive
  • Finance
  • Investment
  • Nominating

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $107,680,000 $217,046,000 $159,139,000
Total Expenses $131,590,000 $127,941,000 $127,057,000

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $51,295,000 $64,177,000 $34,299,000
Indirect Public Support -- -- --
Earned Revenue $57,912,000 $53,568,000 $44,702,000
Investment Income, Net of Losses $-11,454,000 $90,034,000 $71,285,000
Membership Dues $9,927,000 $9,267,000 $8,853,000
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $60,803,000 $59,940,000 $59,874,000
Administration Expense $64,571,000 $62,196,000 $61,776,000
Fundraising Expense $6,216,000 $5,805,000 $5,407,000
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.82 1.70 1.25
Program Expense/Total Expenses 46% 47% 47%
Fundraising Expense/Contributed Revenue 12% 9% 16%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $1,186,768,000 $1,223,036,000 $1,148,593,000
Current Assets $94,915,000 $94,666,000 $91,483,000
Long-Term Liabilities $184,283,000 $197,361,000 $212,923,000
Current Liabilities $16,410,000 $15,690,000 $14,790,000
Total Net Assets $986,075,000 $1,009,985,000 $920,880,000

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $547,000,000.00
Spending Policy Percentage
Percentage(If selected) 5.0%
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

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? Yes

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 5.78 6.03 6.19

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 16% 16% 19%

CEO/Executive Director/Board Comments

As Treasurer it is a pleasure to report to you the overall strong operating performance of the Museum of Fine Arts, Boston, for the year ended June 30, 2015. I am also pleased to advise that our capital campaign is making excellent progress, particularly in its goal to reduce the overall debt of the Museum.

In terms of operating performance, last year we attracted 1,227,000 visitors to the Museum, a number that reflects 8 percent growth above the previous fiscal year. This strong attendance reflects well on the MFA’s mission of effectively engaging our community and visitors to Boston. And, of course, good financial results follow from there. Audience-driven revenue segments exceeded their individual goals, thus allowing us to have a better than budgeted operating surplus. The MFA overall achieved a surplus of approximately $2.7 million versus the budgeted surplus of approximately $765,000.

The value of our endowment was $597 million on June 30, and sustained a performance return of negative 0.5 percent for the year. As I mentioned last year, we have a well-diversified portfolio to weather challenging financial markets like those that we saw in the last fiscal year, and that have continued into the current fiscal year. We continue to look for opportunities to enhance performance in all of the asset classes and recognize that challenging markets may inhibit our achieving the 20-year long-term performance of nearly 8.5 percent in the near term.

The second year of our capital campaign has shown progress, having achieved 67 percent of our overall campaign goal. We look forward to further progress in the months ahead as we strive to achieve our overall goal of $200 million.

During the year, we reduced our long-term debt by $15 million. We reduced long-term debt by an additional $5 million in July 2015, and expect to reduce it by another $5 million by November 2015. Thus, in two years we will have reduced our long-term debt by $54 million, inclusive of the amounts just noted, leaving us with approximately $135 million. Against an overall endowment of $597 million, we feel the MFA is well positioned financially. Standard & Poor concurs, continuing to rate our debt as AA with a stable outlook.

While the SMFA achieved an operating surplus for the year, the headwinds in American higher education continue pressure on our niche, particularly as a relatively small, focused school. We are reviewing possible further academic collaborations to enhance our position, and ensure the excellent arts education for which the SMFA has been known internationally for well over a century.

Finally, I want to say welcome to Matthew! We wish to thank the many people serving on the Budget and Finance and Audit Committees, and a particular thanks to the operating and finance teams at the MFA, who deliver these great results year after year, balancing our institutional mission with financial stability.

Respectfully submitted,

Kevin T. Callaghan
Treasurer and Chairman of the Budget and Finance Committee

Foundation Comments

Financial summary data in the charts and graphs above are per the organization's audited financials.  Contributions from foundations and corporations are listed under individuals as the breakout was not available. Please note, non-operating revenue is reflected in both the Investment Income and Earned revenue categories above for all three fiscal years.


Other Documents

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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?


2. What are your strategies for making this happen?


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


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


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