Share |

Institute of Contemporary Art

 25 Harbor Shore Drive
 Boston, MA 02210
[P] (617) 478-3100
[F] (617) 478-3110
http://www.icaboston.org
[email protected]
MaryKate Farber
Facebook Twitter
INCORPORATED: 1936
 Printable Profile (Summary / Full)
EIN 04-2104327

LAST UPDATED: 07/09/2018
Organization DBA ICA
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

--

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, 2018 to June 30, 2019
Projected Income $16,825,142.00
Projected Expense $16,825,142.00

ProgramsMORE »

  • Education
  • Exhibitions
  • Programs

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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 became the Institute of Contemporary Art.

Throughout its history, the ICA has been at the fore in identifying and supporting the most important artists of its time and bringing them to public attention. The ICA’s early repertoire includes introducing artists like George Braque and Edvard Munch to U.S. audiences and presenting Laurie Anderson, Robert Rauschenberg, Cindy Sherman, Rosemarie Trockel, and Andy Warhol, among others, early in their careers. Over the last decade, the ICA has organized acclaimed exhibitions and scholarly publications that share key contemporary artists and ideas with Boston audiences (and beyond). These have included solo presentations of artists such as Nick Cave, Mark Dion, Anish Kapoor, Nalini Malani, Walid Raad, Amy Sillman, Meleko Mokgosi, and Adriana Verejão, and thematic exhibitions like Leap Before You Look: Black Mountain College 1933-1957 and Art in the Age of the Internet, 1989 to Today that further the public’s understanding of the art of our time.

In 2001, the ICA selected Diller Scofidio+Renfro as architects for its first permanent building, designed to create spaces for new audiences, experiential learning, and contemporary art across a range of media. The building opened in December 2006, initiating a surge in contemporary art presentation, awareness, and enthusiasm in the city and beyond. The ICA’s impact increased exponentially, from its numbers served to the depth of its engagement with artists and teens, a core ICA audience.

With a new, free outpost—the ICA Watershed—opened in summer 2018 in a former copper pipe factory in the Boston Harbor Shipyard and Marina, the ICA is also expanding its engagement with East Boston, a neighbor with whom it shares the Harbor, but which has been historically disconnected from the Seaport. The ICA’s plan connecting these neighborhoods (including via needed water transportation) represents a new level of commitment to the ICA’s ideas about art and civic life: the power of art to help us engage in our communities more deeply; think differently about our past, present, and future; and reimagine familiar landscapes and discover new ones.


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.
  • Growing the ICA’s Capital Replacement Reserve Fund: The continued growth of the ICA’s Capital Replacement Reserve Fund will allow for the ICA to continue to meet future facility and equipment needs after more than a decade in its new high-design waterfront building, and to support necessary maintenance and upgrades.

CEO Statement

--

Board Chair Statement

--

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
City of Boston- East Boston
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  $2,000,000.00
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  $4,200,000.00
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  $1,000,000.00
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

--

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

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 71
Number of Part Time Staff 177
Number of Volunteers 80
Number of Contract Staff 155
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: 177
Other (if specified): --
Gender Female: 0
Male: 0
Not Specified 177

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

--

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. Charles Brizius
Board Chair Company Affiliation No Afilliation
Board Chair Term Sept 2017 -
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. Camilo Alvarez No Afilliation Exofficio
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
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
Mr. James C. Foster No Afilliation Voting
Ms. Erica Gervais Pappendick No affiliation Voting
Mr. Mark Goodman 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
Mr. Travis McCready No Afilliation Voting
Ms. Jill S. Medvedow No Afilliation Exofficio
Mr. Dan O'Connell No Afilliation Voting
Dr. Ellen M. Poss No Afilliation Voting
Mr. David Puth No Afilliation Voting
Mr. Charles S. Rodgers No Afilliation Voting
Mr. Mario Russo No Afilliation Voting
Mr. Mark J. Schwartz No Afilliation Voting
Mr. Jonathan Seelig No Afilliation Voting
Ms. Charlotte Wagner No affiliation 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: 5
Asian American/Pacific Islander: 1
Caucasian: 80
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 49
Male: 38
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

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $27,530,752 $12,510,964 $15,809,024
Total Expenses $16,607,168 $17,782,323 $14,494,440

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
$814,630 $1,537,282 $1,602,012
Government Contributions $377,013 $94,000 $705,334
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $377,013 $94,000 $705,334
Individual Contributions $18,544,872 $5,653,156 $7,926,191
Indirect Public Support -- -- --
Earned Revenue $3,270,772 $3,877,034 $3,426,626
Investment Income, Net of Losses $3,153,026 $-333,191 $505,332
Membership Dues -- -- --
Special Events $1,282,488 $1,523,088 $1,361,018
Revenue In-Kind $87,951 $159,595 $282,511
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $12,957,430 $14,302,773 $11,198,638
Administration Expense $1,958,615 $1,828,090 $1,622,282
Fundraising Expense $1,691,123 $1,651,460 $1,673,520
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.66 0.70 1.09
Program Expense/Total Expenses 78% 80% 77%
Fundraising Expense/Contributed Revenue 8% 19% 14%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $94,045,182 $83,133,157 $89,147,218
Current Assets $10,962,215 $8,742,739 $10,800,134
Long-Term Liabilities $3,276,547 $3,880,616 $4,450,616
Current Liabilities $2,476,416 $1,883,906 $2,056,608
Total Net Assets $88,292,219 $77,368,635 $82,639,994

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $38,700,000.00
Spending Policy Percentage
Percentage(If selected) 5.0%
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose The ICA is in the quiet stage of a major two-phase fundraising effort entitled, The Fund for the Future, approved by the Board of Trustees in 2016 in concert with the approval of the museum’s five-year strategic plan, “A Radical Welcome” (Phase one: $60M; Phase two: $20M) The Fund will support the ICA’s strategic goals of maintaining excellence, supporting new programmatic ventures, strengthening staffing and infrastructure, and growing the ICA’s Endowment.
Campaign Goal $80,000,000.00
Capital Campaign Dates 2016 - 2018
Capital Campaign Raised-to-Date Amount $50,000,000.00
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 4.43 4.64 5.25

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 3% 5% 5%

CEO/Executive Director/Board Comments

--

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.
 
For FY17 and FY16, the amount for purchases of works of art is reflected under Program expenses. 
 

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?

--

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?

--