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Organization DBA ICA
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

The Institute of Contemporary Art strives to share the pleasures of reflection, inspiration, provocation, and imagination that contemporary art offers through public access to art, artists, and the creative process.

The primary activities of the ICA are threefold:

• To present outstanding contemporary art in all media, including visual art exhibitions, music, film, video and performance, that is deserving of public attention and has not been presented in depth to Boston audiences
• To provide innovative experiential learning opportunities for people of all ages through direct encounters with artists and art making
• To design interpretative programs that provide context, develop appreciation, and add meaning to contemporary art and culture

Mission Statement

The Institute of Contemporary Art strives to share the pleasures of reflection, inspiration, provocation, and imagination that contemporary art offers through public access to art, artists, and the creative process.

The primary activities of the ICA are threefold:

• To present outstanding contemporary art in all media, including visual art exhibitions, music, film, video and performance, that is deserving of public attention and has not been presented in depth to Boston audiences
• To provide innovative experiential learning opportunities for people of all ages through direct encounters with artists and art making
• To design interpretative programs that provide context, develop appreciation, and add meaning to contemporary art and culture

FinancialsMORE »

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $13,866,109.00
Projected Expense $13,866,109.00

ProgramsMORE »

  • Education
  • Exhibitions
  • Programs

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.


Overview

Mission Statement

The Institute of Contemporary Art strives to share the pleasures of reflection, inspiration, provocation, and imagination that contemporary art offers through public access to art, artists, and the creative process.

The primary activities of the ICA are threefold:

• To present outstanding contemporary art in all media, including visual art exhibitions, music, film, video and performance, that is deserving of public attention and has not been presented in depth to Boston audiences
• To provide innovative experiential learning opportunities for people of all ages through direct encounters with artists and art making
• To design interpretative programs that provide context, develop appreciation, and add meaning to contemporary art and culture

Background Statement

Founded in 1936 as the Boston Museum of Modern Art, the ICA was originally an affiliate of the Museum of Modern Art in New York. In 1939, the organization became independent and was renamed the Institute of Modern Art. The institution was conceived as a laboratory for championing innovative approaches to art, and in 1948, the name was changed a final time to the Institute of Contemporary Art. 

For 75 years, the ICA has been at the fore in identifying and supporting the most important artists of its time and bringing them to public attention. Among the artists whose work was introduced to U.S. audiences by the ICA in the first half of the century are Georges Braque, Oskar Kokoschka, and Edvard Munch. Andy Warhol, Roy Lichtenstein, Robert Rauschenberg, Laurie Anderson, Cindy Sherman, Rosemarie Trockel, and Nan Goldin were each the subject of ICA presentations early in their careers. Over the last decade, the ICA has organized exhibitions and publications introducing Boston audiences, and U.S. audiences more broadly, to key contemporary artists and ideas, including Paul Chan, Tara Donovan, Marlene Dumas, Ellen Gallagher, Thomas Hirschhorn, and Anish Kapoor, as well as thematic exhibitions such as “Super Vision,” “Artists Imagine Architecture,” and “Dance/Draw.” 

In 2001, the ICA selected Diller Scofidio+Renfro as architects for its new, permanent building, designed to create spaces for new art and audiences. The building opened in December 2006 on Boston harbor, and the ICA has since become a cultural, educational, and civic leader in Boston and a destination for contemporary architecture and art in all media—visual arts, film, video, performance, and literature—serving 200,000 people a year. As the first new art museum in Boston in almost a century, the ICA has led both waterfront development and a resurgent interest in contemporary art in the city.


Impact Statement

In 2006, the opening of the new ICA was hailed the most important development in the city’s cultural landscape over the last ten years. Today, the museum is recognized as a cultural and civic leader in Boston and beyond. In its new home, the ICA has increased its capacity as an artistic, cultural, educational, and civic institution and improved access to the arts through expanded programs. The museum’s vision that the combination of civic life and contemporary arts could transform the ICA and change the landscape of creativity and community in Boston is at work, with profound local and national impact.

Recent accomplishments include:

  • Presenting ten solo and group exhibitions of mid-career and emerging artists a year
  • Maintaining a robust performing arts program that presents 30 productions each year
  • Offering teen programs serving 7,000 participants annually
  • Hosting free outdoor summer programs welcoming thousands

Future priorities include:

  • Maintaining admissions levels at 200,000 annual visitors or more
  • Continuing to serve at least 7,000 area teens annually through the ICA's robust education and access programs for youth
  • Diversifying the ICA's audience base

Needs Statement

Since opening the doors to our new building, the ICA has experienced a major transformation. Long-term sustainability is critical to the ICA’s positioning as a strategic and dynamic organization. Specific needs are as follows:
  • Build Permanently Restricted Endowment Funds: Strengthening the ICA's endowment and establishing funds for exhibitions, programs, and education will provide an important source of annual revenue and allow the museum to plan and retain the best possible people in a museum field eager for intellectual talent.
  • Sustain Annual Giving: As the ICA works to increase its endowment, it requires the sustained annual philanthropy of its patrons in order to reach financial equilibrium and maintain adequate funding for programs.
  • Establish a Capital Replacement Reserve Fund:The establishment of a Capital Replacement Reserve Fund will allow for the ICA to meet future facility and equipment needs, and to support necessary maintenance and upgrades.

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
City of Boston- Citywide (Indiv. neighborhoods also listed)
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Roxbury
City of Boston- South Boston
STATEWIDE
NATIONAL
INTERNATIONAL
Boston greater Boston Massachusetts New England

Organization Categories

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

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

No

Programs

Education

ICA education and interpretive programs serve teens, younger students, teachers, families, and the general public, helping them all make meaningful connections with contemporary art, artists, and the creative process through initiatives ranging from drop-in workshops and multi-week classes to a public talk series and in-gallery Visitors Assistants. The ICA has an unwavering institutional commitment to teens, recognizing adolescents are our future artists, audiences, and leaders. Key issues facing teens, like personal identity, are often those explored by many contemporary artists, as are interests in social change, innovation, and digital media. Programs for utilize the ICA’s physical and artistic resources, including contemporary art and artists, to address the societal need for equity and opportunity for Boston youth.
Budget  $1,400,000.00
Category  Arts, Culture & Humanities, General/Other Museum Education
Population Served General/Unspecified Adolescents Only (13-19 years)
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Exhibitions

As the only museum dedicated to contemporary art in Boston, the ICA serves our community by offering a robust annual calendar of contemporary art, including ten solo and/or group exhibitions of mid-career and emerging artists and, maintaining a world-class permanent collection in an architectural icon on the waterfront.

Budget  $3,000,000.00
Category  Arts, Culture & Humanities, General/Other Museums
Population Served General/Unspecified
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Programs

The ICA presents a dynamic calendar of performances showcasing dance, theater, music, and film to engage a broad range of audiences. 



Budget  $800,000.00
Category  Arts, Culture & Humanities, General/Other Performing Arts
Population Served General/Unspecified
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Jill Medvedow
CEO Term Start Jan 1998
CEO Email [email protected]
CEO Experience --
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
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
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 59
Number of Part Time Staff 133
Number of Volunteers 60
Number of Contract Staff 104
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 192
Other (if specified): --
Gender Female: 0
Male: 0
Not Specified 192

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy --
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

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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

Governance


Board Chair Mr. James C. Foster
Board Chair Company Affiliation No Afilliation
Board Chair Term Sept 2014 -
Board Co-Chair Mr. Charles A. Brizius, President
Board Co-Chair Company Affiliation --
Board Co-Chair Term Sept 2005 -

Board Members

Name Company Affiliations Status
Mr. Charles A. Brizius No Afilliation Voting
Dr. Paul Buttenwieser No Afilliation Voting
Mrs. Karen Conway No Afilliation Voting
Mr. Steven D. Corkin No Afilliation Voting
Mr. Robert Davoli No Afilliation Voting
Ms. Fotene Demoulas No Afilliation Voting
Mr. John DesPrez No Afilliation Voting
Ms. Mary S Enriquez No Afilliation Voting
Mrs. Bridgitt Evans No Afilliation Voting
Mr. Oliver Ewald No Affiliation Voting
Mr. Gerald S. Fineberg No Afilliation Voting
Mrs. Lori Fireman Baldwin No Afilliation Voting
Mr. James C. Foster No Afilliation Voting
Ms. Erica Gervais Pappendick No affiliation Voting
Mrs. Vivien Hassenfeld No Afilliation Voting
Mr. William H. Hess No Afilliation Voting
Ms. Alllison Johnson No Affliation Voting
Ms. Charla Jones Not Available --
Ms. Barbara Lee No Afilliation Voting
Mr. Kent Lucken Not Available --
Ms. Tristin Mannion No Afilliation Voting
Ms. Jill S. Medvedow No Afilliation Exofficio
Mr. Ronald O'Hanley No Afilliation Voting
Mr. James Pallotta Not Available --
Dr. Ellen M. Poss No Afilliation Voting
Mr. David Puth No Afilliation Voting
Mr. Charles S. Rodgers No Afilliation Voting
Mrs. Karen Rotenberg No Afilliation Voting
Mr. Mario Russo No Afilliation Voting
Mr. Mark J. Schwartz No Afilliation Voting
Mr. Jonathan Seelig No Afilliation Voting
Mr. Anthony Terrana No Afilliation Voting
Ms. Charlotte Wagner No affiliation Voting
Mr. Michael Wilens No Affiliation Voting
Mr. Nicholas D. Winton No Afilliation Voting
Ms. Nicole Zatlyn No Afilliation Exofficio

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: 3
Asian American/Pacific Islander: 0
Caucasian: 88
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 50
Male: 42
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
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

    --

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


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 $15,809,024 $22,121,680 $15,812,722
Total Expenses $14,494,440 $13,636,838 $13,053,285

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
$1,602,012 $6,580,561 $1,196,500
Government Contributions $705,334 $135,000 $130,250
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $705,334 $135,000 $130,250
Individual Contributions $7,926,191 $8,399,146 $8,210,392
Indirect Public Support -- -- --
Earned Revenue $3,426,626 $3,298,663 $3,567,825
Investment Income, Net of Losses $505,332 $2,077,612 $1,201,567
Membership Dues -- -- --
Special Events $1,361,018 $1,335,560 $1,168,477
Revenue In-Kind $282,511 $295,138 $337,711
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $11,198,638 $10,580,586 $10,280,869
Administration Expense $1,622,282 $1,629,816 $1,467,892
Fundraising Expense $1,673,520 $1,426,436 $1,304,524
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.09 1.62 1.21
Program Expense/Total Expenses 77% 78% 79%
Fundraising Expense/Contributed Revenue 14% 9% 12%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $89,147,218 $88,143,534 $80,518,008
Current Assets $10,800,134 $9,558,325 $7,700,685
Long-Term Liabilities $4,450,616 $4,865,615 $5,457,999
Current Liabilities $2,056,608 $1,952,509 $2,219,441
Total Net Assets $82,639,994 $81,325,410 $72,840,568

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 $23,025,810.00
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? No

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 5.25 4.90 3.47

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 5% 6% 7%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in charts and graphs are per the organization's audited financials.
 
Depreciation has been allocated across all expense categories by the organization.
 

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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