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Isabella Stewart Gardner Museum Inc.

 25 Evans Way
 Boston, MA 02115
[P] (617) 5661401
[F] (617) 2685161
http://www.gardnermuseum.org
mantifonario@isgm.org
Maria Antifonario
INCORPORATED: 1937
 Printable Profile (Summary / Full)
EIN 04-2104334

LAST UPDATED: 10/03/2016
Organization DBA Isabella Stewart Gardner Museum
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

True to the ambitious vision of its founder and her spirit of creative risk-taking, the mission of the Isabella Stewart Gardner is: to bring to life and preserve the rich historic collection; to cultivate talent in the pursuit of knowledge and acts of creation in the arts and humanities; to support artists, landscape architects, musicians, scholars, and students; and, to engage local and global audiences in a sanctuary of beauty and the arts where deeply personal and communal adventures unfold.


 

Mission Statement

True to the ambitious vision of its founder and her spirit of creative risk-taking, the mission of the Isabella Stewart Gardner is: to bring to life and preserve the rich historic collection; to cultivate talent in the pursuit of knowledge and acts of creation in the arts and humanities; to support artists, landscape architects, musicians, scholars, and students; and, to engage local and global audiences in a sanctuary of beauty and the arts where deeply personal and communal adventures unfold.


 


FinancialsMORE »

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $16,446,000.00
Projected Expense $16,446,000.00

ProgramsMORE »

  • Contemporary Art & Artist Residencies
  • Education, Visitor Learning, & Public Programs
  • Historic Art: Museum Collection & Scholarship
  • Horticulture and Landscape
  • Music

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

True to the ambitious vision of its founder and her spirit of creative risk-taking, the mission of the Isabella Stewart Gardner is: to bring to life and preserve the rich historic collection; to cultivate talent in the pursuit of knowledge and acts of creation in the arts and humanities; to support artists, landscape architects, musicians, scholars, and students; and, to engage local and global audiences in a sanctuary of beauty and the arts where deeply personal and communal adventures unfold.


 


Background Statement

In 1903, Isabella Stewart Gardner opened her remarkable palace building and collection to the public, and today welcomes thousands of visitors of all generations from Boston and beyond. An intimate, Venetian-inspired palazzo in the heart of Boston, the museum houses more than 5,000 objects, including masterworks by Botticelli, Titian, Raphael, Rembrandt, and Sargent. Since the opening of its Renzo Piano-designed wing in 2012, the Gardner’s programs have benefited greatly from increased purpose-built spaces. Museum staff is focusing on programming across all cornerstone areas to build on the success of expanded visitation and new spaces, and are committed to offering quality, multidisciplinary offerings in this vibrant new phase.

 

Impact Statement

The opening of the Gardner Museum’s new wing in January 2012 was a transformational time in the Museum’s history. The new wing has enhanced public programming in purpose-built spaces, while also alleviating wear and tear on the historic building in order to preserve the Museum’s extensive art collection. Since the opening, membership has more than doubled, and in 2015 we reached 240,000 visitors, up measurably from 180,000 prior to the opening. Education and community initiatives have had an in-depth focus on local schools and community organizations, reaching 1,100 students and 37 teachers through the nationally-recognized School Partnership Program. The Museum’s music program celebrates emerging and established musicians, and increased living space for Artists-in-Residence enables greater participation from artists worldwide, who come to experience the collection and also to create new work. In addition to its diverse permanent collection, which spans 30 centuries, the Gardner offers major exhibitions of historic and contemporary art in its expanded Special Exhibition Gallery. In the coming years, the Museum must continue to grow and sustain the quality program offerings that have provoked such increased excitement around the new wing. We also will continue to offer a wide array of compelling public programming to attract increased participation, while also finding ways to reach a wider audience, especially through digital initiatives. These goals will be achieved through a better understanding of baseline demographics and visitor trends, and also through new partnership and collaborations with other cultural organizations.


 

 


Needs Statement

The opening of the new wing is an opportunity to shift our thinking outward, to ensure the Museum is a forum for ideas and voices. As we engage in a long-range planning process, we continue to seek help from external experts and leaders. Through long-range planning and a major audience research project, we have begun to more fully understand who we are and are not reaching, and attitudes and perceptions about the Museum. Our goal is to review this information, fold data into our program plan, and more closely connect our audiences with vibrant multidisciplinary programming. The Museum's FY2016 operating budget is $16.4 million, supported by earned income; contributed income, or grants and gifts; and endowment. Support from patrons and institutional funders is critical, especially as we embrace new multidisciplinary projects across five established programming areas: the historic collection, contemporary art, music, landscape, and education. The Museum seeks to strengthen its connection to Boston residents – including repeat visitors – and to achieve this we are engaging artistic partnerships across the city. In the years ahead, the Museum must continue this strategy and consider others to incorporate our community’s voice in the work we do to remain thriving and relevant.


 

 


CEO Statement

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Board Chair Statement

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Geographic Area Served

NATIONAL
GREATER BOSTON REGION, MA
STATEWIDE
INTERNATIONAL
The Museum attracts a broad and diverse general audience, including national and international visitors, as well as students and families from the Boston neighborhoods within walking distance of the Museum- Jamaica Plain, Mission Hill, the Fenway, Roxbury, Dorchester, and more.

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)

Yes

Programs

Contemporary Art & Artist Residencies

Contemporary programs at the Gardner help to broker a dynamic connection between living artists, the collection, and visitors. The Museum provides a gathering place for the public to connect with the intellectual, artistic, and social lives of some of today’s most creative minds. Contemporary exhibitions are presented by artists who have participated in the Gardner’s unique Artist-in-Residency (AIR) program, who provide a new perspective on the historical collection. Each year, several artists who work in a range of disciplines including painters, sculptors, composers, and poets, live on site at the museum and connect their practice with the museum and its collection. Just as in Isabella Gardner’s day, working artists staying at the Museum continue to find inspiration in the collection, and are quite literally given the gift of space and time to work. The opening of the new wing has provided an opportunity to communicate the centrality of contemporary art to the Museum’s mission.

Budget  $623,000.00
Category  Arts, Culture & Humanities, General/Other
Population Served Families Children and Youth (0 - 19 years) US& International
Program Short-Term Success 

An example of a near term achievement resulting from the contemporary program is its impact on the Museum’s work with students, teens, teachers, and families who participate in the School and Community Programs. With two Artist-in-Residence apartments now on-site, partner students and teen interns have many more opportunities to interact with working artists from around the world. By taking part in in-depth discussions, workshops, and art-making activities led by visiting artists, as well as designing their own projects inspired by expanded contemporary exhibitions, students and teens feel more connected and engaged with museums, and will continue building the critical thinking and analytical skills necessary for future success in many areas of their lives.

Program Long-Term Success 

Continuation of artist residencies, exhibitions, and other activities, will succeed in supporting the next generation of artist leadership, while nurturing a dynamic community centered on the arts. Over the last twenty years, the program has selected and supported emerging and known talent—over 85 artists in total. An additional apartment was added as a result of the Museum’s expansion, allowing for more visiting artists, who will interact in more depth with school groups and the public; the 2,000-square foot Hostetter Special Exhibition Gallery supports more exhibitions of historic and contemporary art. The residency program will serve both national and international artists, musicians, writers, scholars, and will enrich visitors’ overall Museum experience. In the past, artists have come from the US, Afghanistan, Belgium, Brazil, China, Italy, Scotland, and Taiwan, and many have gone on, and will continue to go on, to present work inspired by the Gardner in venues around the world.

Program Success Monitored By 

Success of the contemporary program is reflected in attendance numbers collected by the Museum’s ticketing system. A unique indication of success includes the frequency with which Artists-in-Residence return to the Gardner after their residency to actively engage with visitors. Success is also monitored by education staff as they observe students’ interactions with residents, and by monitoring how students draw inspiration from contemporary exhibits and apply them to their own studio projects.

Examples of Program Success 

The contemporary program has promoted collaborations and interactions between Artists-in-Residence, teen interns, local students, and visitors. For example, students actively participate in discussions led by Artists-in-Residence. Artists-in-Residence also interact with the Gardner's visitors in a variety of ways, such as the visitor portraits created by Artist-in-Residence Charmaine Wheatley in connection with her "Souvenirs" exhibition in 2015. The Museum shows at least one major contemporary exhibition per year; past exhibitions have featured award-winning Mexican textile designer Carla Fernandez and conceptual artist Sophie Calle. In spring 2015, a major contemporary exhibition in the Hostetter Gallery focused on the works of French artist Jean-Michel Othoniel, a sculptor and glass artist who was recently selected to install a permanent work in one of the gardens of Versailles, the first permanent outdoor work at the Palace in three centuries.


Education, Visitor Learning, & Public Programs

Education and visitor learning is central to the Gardner, which is nationally-known for community engagements initiatives, including its School Partnership and Community Programs. Free public programs provide access to guests who might not otherwise find ways to explore the collection and resources. In addition, monthly evening Third Thursdays programs target an under-40 age group. The Museum provides quality visitor learning experiences to approximately 240,000 visitors through the five cornerstone programs- historic art, contemporary art, music, landscape, and education, offering varied points of connection for the Gardner’s diverse audiences—including families, students, general public, artists, and the scholarly community. By opening the new wing in January 2012, exciting opportunities continue to be implemented in order to engage these audiences in innovative ways, using new, purpose-built, enhanced spaces.

Budget  $963,000.00
Category  Arts, Culture & Humanities, General/Other Museum Education
Population Served Families K-12 (5-19 years) At-Risk Populations
Program Short-Term Success 

In the coming year, improvements to the Gardner’s education programs will include refining and continuing to assess the Visual Thinking Strategies curriculum for school groups ranging from Pre-K to high school; creating new professional development opportunities for educators; and using discovery-based strategies for interactive student and visitor activities. Expanded programming space in the Museum’s new wing, including the Education Studio and Greenhouse Classroom, have resulted in an increase of varied, hands-on learning experiences for students and other visitors.

Program Long-Term Success 

School, community, and visitor programs will ideally inspire students, families, teachers, and other guests to find personal meaning in art, develop leadership and critical thinking skills, and to create, write about, and exhibit their own art. Other goals include increased collaboration with teachers, administrators, and families to make museum experiences integral to each partner school and community organizations’ culture, and to provide additional access through increased free public programming for all age groups. Long-term education and community program goals include providing a platform for critical discussion about art, improving teacher practice, and building a community of learners. The Museum also plans to further develop and implement use of the Visual Thinking Strategies approach for use by teachers, students, and interns, which has proved to help strengthen analytical and discussion skills amongst both students and adults.

Program Success Monitored By 

School Partnerships are monitored via formal and informal tools (lesson reflection forms, pre- and post-written and oral responses to artwork, and interviews), providing a comprehensive overview of student and teacher development. Recently, a longitudinal case study at the Tobin School continued, looking at 3rd graders in their 5th year of using VTS.  Long-form interviews were also collected from educators, giving program staff insights into teachers’ and students’ progress. Feedback about public programming such as our Third Thursday monthly evening event is solicited via surveys taken throughout the year, and success is also tracked through admission numbers.

Examples of Program Success  Strong partnerships are maintained with local schools, particularly within the Gardner's immediate urban neighborhood; through the School Partnership Program, the Museum reaches out to approximately 1,100 students and 37 teachers. The Gardner offers a variety of family-friendly free days, including Neighborhood Nights, Opening Our Doors Day, and School Vacation Weeks, with the goal of strengthening connections with local residents. In the coming year, the Museum will focus on deepening its partnerships with local schools; explore ways to broaden and diversify audiences; and involve the Gardner’s surrounding community in varied multidisciplinary programming.

Historic Art: Museum Collection & Scholarship

The collection at the Gardner spans 30 centuries and includes significant works of art from ancient Rome, Medieval Europe, Renaissance Italy, Asia, the Islamic world, and 19th-century France and America. The Gardner is distinguished among other great museums in that the installation itself can be regarded as a singular work of art. The choreography of the galleries provides insight into Isabella Gardner’s perspective and the opportunity she had to collect. She bequeathed her remarkable building and the whole of her collection as a resource “for the education and enjoyment of the public forever.” Today, the collection inspires visitors and artists alike, and serves as a vital part of the intellectual and social life of the community.

Budget  $868,000.00
Category  Arts, Culture & Humanities, General/Other
Population Served Families US& International General/Unspecified
Program Short-Term Success 

Since the opening of the new wing in January 2012, curatorial staff has been dedicated to organizing new scholarship on the collection, including fresh exhibitions, lectures and symposia. Upcoming exhibitions and related programming will use art as a springboard for thinking across disciplines. Programming spaces in the new wing, including the larger Special Exhibition Gallery and other purpose-built areas, have given visitors a significantly enhanced experience. Vibrant new programs, like the popular Masterpiece Lecture Series (co-organized by the curators of the collection, education, and contemporary art) celebrate and question the concept of iconic artwork over time and culture.

Program Long-Term Success 

The Museum will continue to excel in presenting historic exhibitions, publications, and symposia inspired by significant works of art in the collection. Future successes will include diverse special exhibitions, often of lesser-known but significant artists and art-periods, presenting the public with new ideas in the history of art and the humanities. Symposia held in conjunction with historic exhibitions will address questions of politics, economy, and cross-cultural influences, and will regularly attract scholars from local, national, and international institutions. Going forward, the Museum will build on established programs with the goal of increasing engagement with Boston audiences and making the life and collection of the Gardner more accessible to general visitors; most importantly, the Museum will enrich the lives of its visitors by sharing and illuminating the collection’s hidden treasures as well as its most celebrated works.

Program Success Monitored By 

Program success is tracked using Museum admissions statistics (attendance in 2015 reached over 240,000 visitors—as compared to an annual average of 180,000 prior to the new wing’s opening), as well as attendance at lectures and special exhibitions. Program curators and marketing department staff monitor press reviews and public reception of past exhibits; an excellent roster of future exhibitions and participation by esteemed scholars and lecturers are additional indicators of success.

Examples of Program Success  The Gardner’s special exhibitions have historically been successful, and in the past have traveled to world-class museums including the National Gallery in London. In Fall 2015, the Gardner exhibited "Ornament and Illusion: Carlo Crivelli of Venice," the first show in the United States dedicated to this unique Northern Italian Renaissance artist.  Over 31,000 visitors attended this exhibition, and the Gardner offered two free days during the exhibition period, thereby providing accessibility to those visitors who otherwise may not have had the opportunity to view it.  In its lengthy review, The New York Times raved that the twenty-six paintings on exhibition "form a thrilling, seductive and edifying experience."  From March - August 2016, the Gardner will offer "Off the Wall:  Gardner and Her Masterpieces," a once-in-a-lifetime exhibition of masterworks from the Gardner's collection.

Horticulture and Landscape

The Landscape program features the importance of landscape in the life of our cities, communities, and institutions. Given the relevance of landscape to design and the arts, visitors learn how horticulture can reinvent and redefine outdoor spaces. Rotating seasonal displays in the iconic courtyard combine plants, sculpture, architecture, and provide a place of quiet reflection. Interplay between the courtyard and galleries offer visitors a view from almost every room, inviting connections between art and landscape. On-site classes allow visitors and students to explore horticulture, ecology, and design. Outdoor gardens provide opportunities for commissioned works, enabling interaction with new ideas in landscape. The Landscape Lecture Series presents leaders in the field and explores subjects such as the role of landscape, art, and urbanism.

Budget  $746,100.00
Category  Arts, Culture & Humanities, General/Other
Population Served Families K-12 (5-19 years) US& International
Program Short-Term Success 

Successes include the popularity of the Landscape Lecture Series. Renowned landscape architects and other leaders such as Walter Hood, Richard Haag, Peter Walker, Martha Schwartz, and James Corner- whose work includes the High Line in New York City, the World Trade Center Memorial, and Tanner Fountain at Harvard University, lecture and encourage their audiences to explore the meaning of architectural landscape in today’s world. Temporary landscape installations offer opportunities for visitors to interact with horticulture and design in new and enhanced ways, while traditional activities continue to attract new and repeat visitors as the lush central courtyard is regularly transformed with new plants and colors seasonally, including the beloved Hanging Nasturtium display each April. The Greenhouse Studio also is highly beneficial in educating the Museum’s school and community groups, helping students build critical thinking and discussion skills while immersed in the study of ecology and green design.

Program Long-Term Success 

The Museum strives to honor Isabella Gardner’s legacy as a horticulturist who enjoyed sharing her creations and displays with the public. The Gardner is a robust and integrative venue for all visitors to learn about and be inspired by some of the most exciting ideas, people, and projects in landscape architecture and plant-based design. The Museum’s new wing now includes a purpose-built greenhouse classroom, which serves as a resource for the public and for our school and community partners to explore ecology, plant identification, ecosystems, and plant design. By educating a broader audience, the program will help stimulate new ideas about making our cities more livable, communities more vibrant, and our world more environmentally sustainable.

Program Success Monitored By 

Program success is monitored through admissions numbers and visitor surveys; in addition, success of the Greenhouse Studio space will continue to be monitored by education department staff as they conduct activities with the Museum’s school and community partners and analyze students’ progress.

Examples of Program Success 

With Charles Waldheim as the Consulting Curator of Landscape, programming has been broadened from horticulture to include contemporary landscape, design culture, urbanism, and the arts. The opening of the new wing and the development of broader program offerings have represented an opportunity to reaffirm this position and to engage new audiences. Landscape Lectures frequently sell out, demonstrating a high demand for the program. From February 2014 - August 2015, the Gardner exhibited "Correspondence:  The Monk's Garden 1903-2013," which focused on the design process for the newly redesigned Monk's Garden, which opened in 2013 as part of the Museum's redesigned campus.


Music

Music programming is a vital component of the Museum’s core mission. Our concert series, the oldest museum-based concert series in the country, includes performances by our resident chamber orchestra, renowned chamber music ensembles, as well as instrumental and vocal soloists. Our Sunday Concert Series presents weekly classical music, with approximately 10,000 visitors attending these concerts annually. In 2015 the Gardner Museum introduced Rise, an exciting new music series targeted towards a local, young audience.  This eclectic program features up and coming musicians who perform across multiple genres and blaze their own artistic innovation and sound.  The new Stir program features an exciting mix of contemporary music and performance art. Audiences across the globe can enjoy the rich and excellent music we present through free classical podcasts of live recordings readily available on our web site.

Budget  $628,000.00
Category  Arts, Culture & Humanities, General/Other Music
Population Served Adults Families
Program Short-Term Success 

With the opening of the Museum’s new wing in January 2012, the Gardner’s music series moved to a new home in the 296-seat, Renzo Piano-designed Calderwood Hall, where unrivaled acoustics and natural light have offered a unique, exciting setting for the enjoyment of music. During the opening year, the hall brought audiences together in one place to enjoy world-class musical programming, rather than being separated throughout the Museum in a variety of rooms. The warm and inviting new space adds to the collaborative atmosphere invoked by both the audience and musical groups—audience and performers are no longer separated but more greatly involved in the entire experience.

Program Long-Term Success 

Moving ahead, the Gardner will continue to honor its founder’s legacy by committing to: discovering and promoting talented young musicians and composers; bringing the highest quality music—both by exciting young artists and seasoned masters—to the public; along with the goal of presenting approximately 50 concerts each season. Success will be achieved by presenting live music to over 10,000 people each year through diverse concerts; and by continuing the ambitious and popular podcast program, free online audio files, and the re-broadcasting of selected concerts on national radio, sharing free, high-quality music with over 2 million additional global listeners. Through its focus on nurturing emerging musicians, the Gardner will ideally play a critical role in developing the next generation of artists- by providing important recognition for many accomplished musicians early in their careers, while offering an elevated and expanded platform through which to share their talent with the public.

Program Success Monitored By 

Success is measured by tracking audience attendance, continuing to attract high-caliber performers, maintaining demand for frequent performances, and by sustaining support from funders. During the 2014-15 season, the Museum offered over 50 chamber music, contemporary classical, and contemporary concerts. Attendance numbers, capacity, and other details are tracked and analyzed by the Box Office and program staff.

Examples of Program Success 

Renowned pianist (and one of the Gardner’s Artists-in-Residence in 2012) Jeremy Denk celebrated the Gardner’s podcast and online music program as “a great opportunity, not just for the musicians involved, but for listeners, too… Projects like this support new voices in classical music, and create new opportunities for audiences to hear them.” The diversity and adventurous spirit of the Museum’s programming—both live and online—has been widely recognized. The Boston Globe has hailed the Gardner as “an invaluable chamber music destination,” and has credited the Museum’s contemporary music program with “energizing the city’s musical life.” Rise, the Gardner' new contemporary music series, has frequently enjoyed sold-out shows as well as critical acclaim.  


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Peggy Fogelman
CEO Term Start Jan 2016
CEO Email abuckleywright@isgm.org
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
Mr. Anthony Amore Director of Security --
Mr. Peter Bryant Chief Operating Officer --
Ms. Lauren Budding Director of Development --
Ms. Margaret Burchenal Esther Eastman Stiles Curator of Education --
Ms. Pieranna Cavalchini Curator of Contemporary Art --
Ms. Anne Hawley Norma Jean Calderwood Director of the Museum --
Mr. Scott Nickrenz Music Director --
Ms. Christina Nielsen William & Lia Poorvu Curator of the Collection --
Mr. Noah Schneiderman Chief Financial Officer --
Mr. Kathy Sharpless Director of Marketing --
Mr. Charles Waldheim Curator of Landscape --

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 92
Number of Part Time Staff 116
Number of Volunteers 143
Number of Contract Staff 4
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 15
Asian American/Pacific Islander: 3
Caucasian: 178
Hispanic/Latino: 8
Native American/American Indian: 1
Other: 3
Other (if specified): 0
Gender Female: 153
Male: 55
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers N/A
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? Yes
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. David W. Scudder
Board Chair Company Affiliation Aureus Asset Management
Board Chair Term May 2011 -
Board Co-Chair Mr. Stephen W. Kidder
Board Co-Chair Company Affiliation Hemenway & Barnes
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Amy Abrams Abrams Foundation Voting
Ms. Allison Achtmeyer Consultant Voting
Ms. Anita Bekenstein Community Volunteer Voting
Mr. John Bertucci MKS Instruments, Inc. Voting
Ms. Lisa Blumenthal Community Volunteer Voting
Mr. Taylor Bodman Brown Brothers Harriman & Co. Voting
Mr. James E. Canales The Barr Foundation Voting
Mr. Brian Chu HighVista Strategies Voting
Ms. RoAnn Costin Wilderness Point Investments Voting
Ms. Brit d'Arbeloff Community Volunteer Voting
Ms. Laura DeBonis Community Volunteer Voting
Mr. Thomas F. Gilbane III Rockpoint Group, LLC Exofficio
Mr. Benjamin Gomez Pilot House Associates Voting
Rev. Dr. Ray A. Hammond Pastor, Bethel AME Church Voting
Ms. Barbara Hostetter Community Volunteer Voting
Dr. Paula A. Johnson Brigham & Women's Hospital Voting
Mr. Stephen W. Kidder Hemenway & Barnes Voting
Mr. Joseph Koerner Harvard University Voting
Dr. Barbara Millen Boston University Sch. of Public Health & Medicine Voting
Mr. John S. Reed Community Volunteer Voting
Ms. Maureen Ruettgers Community Volunteer Voting
Mr. David W. Scudder Aureus Asset Management Voting
Ms. Katherine Chapman Stemberg Olly Shoes Voting
Mr. Howard H. Stevenson Harvard Business School Voting
Ms. Gwill York Lighthouse Capital Partners, Inc. 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: 2
Asian American/Pacific Islander: 1
Caucasian: 21
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 14
Male: 11
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % --
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

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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 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $23,142,445 $30,527,345 $28,162,532
Total Expenses $22,586,621 $20,888,628 $21,662,290

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $488,280 $358,759 $175,000
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $488,280 $358,759 $175,000
Individual Contributions $14,344,325 $21,362,559 $20,967,583
Indirect Public Support -- -- --
Earned Revenue $2,982,337 $2,979,626 $3,220,188
Investment Income, Net of Losses $3,766,033 $4,126,506 $2,110,660
Membership Dues $716,613 $704,672 $799,700
Special Events $844,857 $995,223 $889,401
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $19,721,082 $17,430,906 $17,998,573
Administration Expense $1,193,804 $1,430,641 $1,684,767
Fundraising Expense $1,671,735 $2,027,081 $1,978,950
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.02 1.46 1.30
Program Expense/Total Expenses 87% 83% 83%
Fundraising Expense/Contributed Revenue 11% 9% 9%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $301,775,428 $303,528,531 $280,336,169
Current Assets $22,379,287 $21,325,092 $21,303,946
Long-Term Liabilities $31,168,993 $32,824,214 $7,646,326
Current Liabilities $1,361,799 $1,631,172 $29,921,881
Total Net Assets $269,244,636 $269,073,145 $242,767,962

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 --
Spending Policy --
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
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? --

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 16.43 13.07 0.71

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 10% 11% 3%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s. Asset and liability data is per the nonprofit's audited financials for FY15, FY14 and FY13. 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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