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Gloucester Stage Co Inc.

 267 East Main Street
 Gloucester, MA 01930
[P] (978) 281-4099
[F] (978) 281-0550
Christopher Griffith
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 Printable Profile (Summary / Full)
EIN 04-2485199

LAST UPDATED: 01/28/2019
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes



Mission StatementMORE »

The Gloucester Stage Company’s mission is to present professional productions of intellectually stimulating and socially relevant theater, provide a nurturing work environment in an inspirational setting for artists of exceptional talent, enrich the greater theater landscape by introducing audiences to new work, and contribute to the cultural and educational development of Cape Ann.

Mission Statement

The Gloucester Stage Company’s mission is to present professional productions of intellectually stimulating and socially relevant theater, provide a nurturing work environment in an inspirational setting for artists of exceptional talent, enrich the greater theater landscape by introducing audiences to new work, and contribute to the cultural and educational development of Cape Ann.

FinancialsMORE »

Fiscal Year Jan 01, 2019 to Dec 31, 2019
Projected Income $812,564.00
Projected Expense $803,303.00

ProgramsMORE »

  • "Pay What You Can" Discounted Ticket Program
  • "Ways to Save" Discounted Ticket Programs
  • Mainstage Professional Productions
  • NeverDark Second-Stage Series
  • Youth Acting Workshops

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 Gloucester Stage Company’s mission is to present professional productions of intellectually stimulating and socially relevant theater, provide a nurturing work environment in an inspirational setting for artists of exceptional talent, enrich the greater theater landscape by introducing audiences to new work, and contribute to the cultural and educational development of Cape Ann.

Background Statement

Gloucester Stage is Cape Ann’s premiere professional non-profit theater operating under the New England Area Theatres (NEAT) Actors Equity Association affiliation (as well as SDC and USA unions). Located in a century-old repurposed brick warehouse on the waterfront in Gloucester on Boston’s North Shore, the organization is led by Artistic Director, Robert Walsh and Managing Director Christopher Griffith. Entering the company’s 40th Season in 2019, GSC has developed diverse and loyal audiences searching for intellectually stimulating and socially relevant stories.
Gloucester Stage Company has established and continues to demonstrate a high standard of performance especially with world and regional premieres (within the first 20 seasons alone, the company successfully realized its mission with the production of more than 32 world premieres, 6 American premieres, and 17 New England premieres). The house size of 178 provides a unique, intimate experience as audiences are never more than five rows from the stage and the theater continues to benefit from generous support from the Shubert Foundation, Boston Foundation, and local donors, which reflects confidence in GSC’s cultural competency.

Impact Statement

Last season Gloucester Stage increased its audience by nearly 10%, culminating in the most successful season ever.  Our staff grew to include a full-time Director of Marketing & Development and a part-time Director of Donor Relations & Stewardship. Focusing closely on our mission we were able to exceed ticket sales projections by over $70,000. Annual giving met our goals and in conjunction with ticket sales and tuition continued to keep Gloucester Stage in the black. Our Youth Actor Workshops (YAW) are at capacity and so we have made it a goal to development our theater education opportunities.  Our post-graduate eight-member apprenticeship program continues to offer unique professional experiences to recent college graduates with degrees in the theater arts. Offering housing and stipend to these young professionals allows them to learn while working alongside our established theater professionals. The NeverDark series continues to impress, offering paid and free premiere performances and staged readings from local and national playwrights. This production series challenges our team to be full steam all year long, and the diverse array of offerings stands as testament to our artistic leadership.

Needs Statement

Necessary improvements and areas for major gifts to make an impact come from the foundation of our strategic plan goals. Facilities are our primary focus with certain funding opportunities - mainly improving the accessibility and usability of our restrooms. As Gloucester Stage works to reach a more diverse audience, we must have bathrooms that offer a comfortable and safe environment for patrons with physical or visual disabilities. Planning for this critical improvement is underway with an end goal to have all funding and constructed completed by 2020. Long term feasibility research into how we can more fully utilize our beautiful location on Gloucester's harbor is also in the works.
Completing our $50,000 renovation of the lighting system just two years ago, our funding focus on elevating the productions has turned to investing in our staffing and creative process. Looking to expand rehearsals and employ our professionals for a more dedicated time helps to aid our human capital and artistic quality goals.
As stated previously in our impact and where are goals are for the coming year, our YAW is at capacity and so we are looking at ways to expand our offerings and invest in the theater education of our children's program. GSC's education programs include a Professional Apprentice Program for post-college graduates. More funding and leadership are necessary to support this critical program in Gloucester Stage's mission.

CEO Statement

Seeing the last school bus drive away after our last student matinee of To Kill A Mockingbird, we thought, “now that was a season!” Many milestones were achieved this past year. We welcomed hundreds of new patrons to the theater with blockbuster performances of The Effect and Out of the Mouths of Babes. We extended runs adding shows to enthusiastic audiences and enjoyed a record number of sold out houses.We’re particularly proud of our first time student matinees welcoming kids from far reaching places like Marlborough, Norwell, and points in between. We did all of this while supporting our core mission, educating ...with the Youth Acting and Apprentice Programs and showcasing new work with the production of the acclaimed, Flight of the Monarch. When the curtain closed, we can say for certain that entertained our community.

As we plan for Gloucester Stage’s 39th season, the theater will be embarking on a number of goals in the coming year. We want to continue to grow our patron base expanding geographically and generationally. We will work hard to sell more Flex Pass subscriptions by simplifying the packages and reducing the costs to you. We will also strive to be excellent stewards of your investment in the theater by continuing to produce stimulating, socially relevant, and entertaining productions with our mainstage productions and NeverDark series.

Gloucester Stage Company continues to make an investment in the power of live theater.

Board Chair Statement

We started 2017 with a waiting list for tickets to the Ex-Lovers 10-minute plays in April 28 and ended with a waiting list for To Kill a Mockingbird in October. In between, we had waiting lists for The Effect and Out of the Mouths of Babes. There is a message here: more and more people want to connect with Gloucester Stage's incredible shows! I’m sure our patrons will join me in giving Artistic Director Robert Walsh, Managing Director Jeff Zinn, and our entire team at Gloucester Stage a virtual but rousing standing ovation! On behalf of the Board of Directors, we are confident and thrilled as we head into 2018.

Geographic Area Served

Cape Ann (Gloucester, Rockport, Essex, Manchester-by-the-Sea) and the Greater Boston Region with 52% of patrons coming from outside of Essex County for programming (including Canada and across the continental U.S.).

Organization Categories

  1. Arts,Culture & Humanities - Theater
  2. -
  3. -

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



"Pay What You Can" Discounted Ticket Program

The "Pay What You Wish" Discounted Ticket Program is offered for every production in the season for the second Saturday matinee performance. Up to 75 tickets are available per performance on a first come first served basis with an average admittance of $8.00 per person.  Regular ticket prices are $28.
Budget  $11,250.00
Category  Arts, Culture & Humanities, General/Other
Population Served Poor,Economically Disadvantaged,Indigent At-Risk Populations
Program Short-Term Success 
By offering this program, feelings of disfranchisement and alienation that often result from economic stress are mitigated by the chance to be a part of the cultural experience with the rest of the community.  If only briefly, they can escape from their problems and be entertained or revitalized into making worthwhile changes in their lives.  The influence could be as insignificant as a laugh or as profound as a call to action that ripples across the world.  A tear shed could lead to greater awareness of someone else's plight or the realization that life isn't all that bad after all.
Program Long-Term Success 
How does one measure the long term effects from experiencing a live theatrical performance?  What life altering changes can result from the ideas a playwright can present or an actor's portrayal of a character that resonates with your feelings or expresses your concerns or dreams?  By offering everyone the opportunity to experience these dramatic results regardless of economic means is this programs goal.  To insure that the theater is not perceived as out of reach or only for the privileged, but accessible to everyone, is an important outcome of this program.
Program Success Monitored By 
Box Office revenue reports show that the program is successful.
Examples of Program Success 
In 2010 there were 129 participants.  In 2011, 119 people took advantage of the program.  195 discounted tickets were sold in 2012 under this program which shows its popularity and importance in the community.

"Ways to Save" Discounted Ticket Programs

PAY WHAT YOU WISH: Gloucester Stage is committed to inclusion and diversity, including socio-economic status. Pay What You Wish performances are the first Saturday Matinee (2pm) of each production, allowing access to the arts for all. No one is turned away for lack of funds and donations can be made before or after the show.

CAPE ANN NIGHTS: Enriching our local community is key to our mission impact. Residents of Cape Ann can purchase $25 tickets at Preview Performances and every Wednesday of each production. Limit of 2 (two) per household. Tickets can be purchased by calling the Box Office 978.281.4433, with a valid address.

EBT CARD TO CULTURE PROGRAM: $5.00 tickets to Mainstage & Neverdark performances. Limit of 4 tickets per EBT cardholder. Reserve by calling or visiting the Box Office.

Additional discounts for veterans and military families, seniors and students.

Budget  $18,000.00
Category  Arts, Culture & Humanities, General/Other Theater
Population Served General/Unspecified
Program Short-Term Success  Higher attendance at each of the season's productions that will enhance our reputation, increase word-of-mouth advertising, expand audience demographics and stabilize revenue.
Program Long-Term Success  The goal of the program is to broaden the audience for Gloucester Stage and further develop the culture of theater attendance in the region. We have a full breakdown of ticketing for each performance and we can track attendance by zip codes. This shows how well the Cape Ann Nights program works and it has been one of the most successful programs we have implemented.
Program Success Monitored By  As  mentioned above, our box office reports can track attendance by region, address, zip code and past attendance and it has proven instrumental in determining the success of the program and its efficiency and efficacy.
Examples of Program Success  During the 2013 Season the Cape Ann Nights ticket program made up a significant percentage of tickets sold for those performances as per below: SPRING AWAKENING: 15% NORTH SHORE FISH: 27.5% THIS IS OUR YOUTH: 12.5% DUELING DIVAS: 23% DRIVING MS. DAISY: 42%

Mainstage Professional Productions

Gloucester Stage produces a Main stage series of 5 to 6 professional productions on stage. Each show presents around 20 performances to audiences. Discount programs are available for local community members, children, youth, and college students.
Budget  350,000
Category  Arts, Culture & Humanities, General/Other Theater
Population Served Adults Aging, Elderly, Senior Citizens Children and Youth (0 - 19 years)
Program Short-Term Success  Our main stage series affords Gloucester Stage our greatest enrichment impact on the community and visitors of Cape Ann. These are individuals and families who walk through our historic doors to experience live theater. Well received and reviewed shows this season packed the houses allowing us to make 15,000 audience impacts from May to October. Audience exit surveys administered via email showed that more than half of all patrons witnessed a live production of a show that they had never heard of before attending (this would have been even more significant had it not been for To Kill A Mockingbird finishing off our season - in which almost 80% of participants indicated they had read the book or seen the movie prior to attending).
Program Long-Term Success  The brand of Gloucester Stage Company continues to advance as we increase awareness of our programing and exceed audience expectations. Trust in our organization is growing with every season as donors and volunteers witness the return on investment in the increasing production value of shows. This audience trust also allows us to continue to stretch our patron's cultural awareness with shows that are New England premieres or nontraditional classics. The goal is to continue to achieve our mission and grow our connection with our audience that is mutually beneficial.
Program Success Monitored By  Impact measuring tools include ticket counts and audience feedback surveys. From a financial stewardship perspective, all productions have debriefing sessions with financial reporting accountability for funds used.
Examples of Program Success  Most recently, the production of To Kill A Mockingbird allowed us to produce student matinee productions for schools in the greater boston area. These full-house field trips offered students an original opportunity to experience the live performance of the literature studied in the classroom. This connection that helps build educational bridge was able to happen at Gloucester Stage because of this program.

NeverDark Second-Stage Series

NeverDark is a series of second-stage events that include lectures, talk backs, film screenings, play readings, and other events designed to enhance patrons' knowledge and enjoyment of all Mainstage productions. The program was launched for the 2015 as a new offering.

Budget  $600.00
Category  Arts, Culture & Humanities, General/Other Theater Arts Instruction
Population Served Adults Aging, Elderly, Senior Citizens US
Program Short-Term Success      

NeverDark events take place at Gloucester Stage and others at venues through partnerships with peer arts organizations. Events alter between paid and free events representing a significant investment by Gloucester Stage toward serving a culturally rich and diverse community that cultivates new works.

Events are scheduled to complement a central theme, topic, or issue that relates to Mainstage productions. This past year, the NeverDark series included 16 Talk Backs and Backstage Discussions, 15 Staged Readings, and 6 Film Screenings.
Program Long-Term Success  Patrons have come to expect these additional immersion programs. These diverse original productions spice up our already exciting offerings during the summer and hope to help further brand Gloucester Stage as a source for producing new works.
Program Success Monitored By     
Examples of Program Success   This past year, the NeverDark series included 16 Talk Backs and Backstage Discussions, 15 Staged Readings, and 6 Film Screenings.

Youth Acting Workshops

Youth Acting Workshop (YAW) provides students 6 to 18 years of age the opportunity to learn skills in the theater arts that will serve them for a lifetime.
GSC'S Youth Acting Workshops are taught by award-winning Gloucester actress Heidi Dallin. The workshops include basic acting techniques, theatre games, improvisation, movement, vocal and physical expression, non-verbal communication after physical expression, character study, storytelling, public speaking training, and a technical theater & stagecraft component. 
Budget  $39,000.00
Category  Youth Development, General/Other Youth Development, General/Other
Population Served Children and Youth (0 - 19 years) Families
Program Short-Term Success 
After taking classes, the students are more self confident and appear to exhibit better communication skills due to their participation.
Program Long-Term Success 
Families whose children have participated in GSC's Youth Acting Workshops have remained loyal to the theater bringing the entire family to the seasonal shows that are age appropriate.  This audience building and theater apprciation for the future is an important part of the program's success.
Program Success Monitored By 
Surveys taken after each session showed 100% satisfaction and would recommend the program to others while 95% would return for more classes.
Examples of Program Success 
In 2014, YAW exceeded its goal of attendance from 90 to 105 students.

CEO/Executive Director/Board Comments

Gloucester Stage is lucky to be surrounded by a thriving and diverse entertainment community in Cape Ann and the Greater Boston Area. This vibrant landscape makes our mission focus and vision even more critical. By furthering our understanding of where our artistic offerings fit in among the community of producing organizations, we are able to support each other and lift up the cultural climate of Cape Ann. Not only increasing an interest in tourism and the funding that comes with travelers, but also adding to the primacy of place in our local community. Our unique performance offerings that are able to tell intricate stories on an intimate stage allow us to stand out.

Additionally, we are seeing increasingly engaged audiences of mature theater-goers who are making continued commitments to the organization's success with gifts of their time or treasure. Looking to develop our future patrons we are focusing more closely on how the next generation interacts with theater and how we can connect with those potential patrons in ways that make sense. Developing opportunities that make participating in theater easier than ever and contribute further to the viewer experience before and after a show that works to build community is where we are spending a good amount of creative energy.
The opportunities ahead of Gloucester Stage make all of us here on the team excited to continue our forward momentum and become an industry leader in connecting with our audiences and community.


CEO/Executive Director Mr Christopher Griffith
CEO Term Start Sept 2018
CEO Email
CEO Experience

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Mr. Jeff Zinn -- --
Jon Wojciechowski Oct 2014 Oct

Senior Staff

Name Title Experience/Biography
Ms. Heidi J. Dallin Director of Education & Public Relations Heidi originated the role of Hillary Clinton in Hilary and Monica: The Winter of Her Discontent: 2001 Broadway; 2003 National Black Theatre Festival; Winner 2008 Midtown International Theatre Festival Award. She founded the YAW program and has been teaching the youth acting workshops since 2003. Born and raised in Gloucester, Heidi is an outstanding community member advising the Gloucester Youth Council, and well connected with corporate partners. Heidi is a magna cum laude graduate in Literary Dramatic Expression from Harvard University.
Mr. Christopher Griffith Director of Marketing & Development
Chris is an experienced business director with a demonstrated history of working in the performing arts industry. Passion for non-profit advocacy through marketing and development with research in measuring and increasing mission impact. Professional leader with a Master of Business Administration (M.B.A.) focused in Entrepreneurship from Ball State University. 
Previously Chris revitalized a non-profit community theater in Indiana. His leadership turned an organization on the brink of bankruptcy into the premiere location for live entertainment in East Central Indiana. Implementing better business practices and rebuilding relationships with donors, foundations, and volunteers, he was able to create a more sustainable organization. Those efforts, in conjunction with reengaging the board of directors, led to a successful $2.3million capital restoration of the national historic landmark theater.
Chris's masters thesis was focused on researching generational giving and analyzing solutions for reaching the next generation of donors. Focus includes utilizing integrated communication strategies to tell an organization's mission impact story to prospective donors and provide effective means of contributing. 
Mrs. Melanie Murray-Brown Director of Donor Relations & Stewardship As an executive with over 20 years of experience in office management, fundraising, community outreach, and public programming, Melanie Murray-Brown has built her career at nonprofit organizations and government agencies. She has served in a variety of roles, as a Board Member, Interim Executive Director, and Director of Program Integration at Maritime Gloucester, and as the Chief of Staff for the Secretary of Environmental Affairs, Commonwealth of Massachusetts. Before moving to Massachusetts, Ms. Murray-Brown worked at the National Oceanic and Atmospheric Administration in Washington, DC. She earned her B.A. at American University, Washington, DC.
Mr. Joe Short Production Manager
Joe is a professional theatre technician, teaching artist, and actor.

At Harvard, Joe has been the production technician for the Office for the Arts supporting extra-curricular theatre productions and events since 2014.  His current professional work also includes being the production manager for Gloucester Stage Company, a 170-seat equity house in Gloucester, MA for the past four seasons. Prior to moving to Boston in 2014, Joe was the master carpenter and lead technician for the Sandra Feinstein Gamm Theater in Rhode Island. He has done freelance technical theatre work throughout Southern New England.

Joe has been an adjunct professor of acting, voice, and movement for the BFA program at the University of Rhode Island since 2012. He has also taught courses in acting, Shakespeare, performance styles, directing, and vocal technique at Salve Regina University, Rhode Island College, and Providence College, and has directed mainstage productions for each institution.

In addition to his work behind the scenes and in the classroom, Joe is a founding artistic associate of two theatre companies: Bridge Rep of Boston and Providence’s The Wilbury Theatre Group. He is a professional actor and member of Actor’s Equity Association, and has performed on many stages in Boston, Rhode Island, New York, and Washington DC. This past summer, Joe performed in Harold Pinter’s ‘The Caretaker’ for the Wilbury Group, and in ‘The Rainmaker’ at Gloucester Stage.
Mr. Robert Walsh Artistic Director Robert Walsh has worked in various arenas in his 40+ years as an actor, director, stunt coordinator, teacher and producer. From his work off-Broadway (Big Maggie) to regional theatre (Huntington Theatre Company), to feature films (Amistad, State and Main, Eight Men Out, Black Mass) and television (Body of Proof).  His first production at Gloucester Stage was Two For The Seesaw in 1990.  He has acted in or directed multiple productions since that time.


Award Awarding Organization Year
Nominations for Best Director, Best Play, Lighting Design, Best Ensemble, Best Leading Actor/Actress Independent Reviewers of New England (IRNE) 2013


Affiliation Year
Actor's Equity Association 2014
Member of state association of nonprofits? Yes
Name of state association Massachusetts

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


We are part of the Rocky Neck Cultural District in Gloucester, the New England Association of Theaters (NEAT), the Society for the Encouragement of The Arts (SEArts), member of the Cape Ann Chamber of Commerce, and active in Boston Arts Marketing Alliance (BAMA).

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 5
Number of Part Time Staff 5
Number of Volunteers 125
Number of Contract Staff 68
Staff Retention Rate % 80%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 10
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 4
Male: 6
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 5
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy No
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions


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 Semi-Annually


Board Chair Ms Elizabeth Neumeier
Board Chair Company Affiliation Labor Mediator, Attorney
Board Chair Term Jan 2016 - Jan 2019
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mrs. Mary Barcus Community Volunteer Voting
Ms Mary John Boylan Attorney at law Voting
Mr. Harry Hoglander Retired Voting
Ms Judith Hoglander Member, Gloucester Cultural Council Voting
Mr. Paul Horovitz Retired Voting
Mr. Lawrence Maver Retired Voting
Mrs. Pauline Miceli Community Volunteer Voting
Mr Richard P. Mills Retired Voting
Ms Elizabeth Neumeier Labor Arbitrator and Mediation Voting
Mrs. Sarah Oaks Maritime Gloucester Voting
Mr Geoffrey Richon Geoffrey Richon Co, Inc Voting
Ms. Carole Shauffer Lawyer Voting
Mr. William Taylor Retired Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Mr. Stephen Bates -- --
Ms. Beth Coolidge Special Education Teacher NonVoting
Mr. Linzee Coolidge retired --
Mr Mark Gottesman Commercial Real Estate NonVoting
Mr Thomas Grilk Esq General Counsel, Brooks Automation NonVoting
Ms. Barbara Hargrove Self-Employed Bookkeeper NonVoting
Ms Sally Jackson Business Owner NonVoting
Mr. Tom Janis -- --
Mr. George Marsh Payette Associates NonVoting
Ms. Aria McElhenny Backyard Growers --
Ms Regina Villa Public Affaris NonVoting
Mrs. Bea Waring Retired --

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 13
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 7
Male: 6
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 4
Board Meeting Attendance % 95%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 90%
Constituency Includes Client Representation No

Standing Committees

  • Advisory Board / Advisory Council
  • Executive
  • Governance and Nominating
  • Marketing
  • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Jan 01, 2019 to Dec 31, 2019
Projected Income $812,564.00
Projected Expense $803,303.00
Form 990s

2016 990

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

2015 Audited Financials

2014 Audit

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

2010 Audited Financials

2009 Review

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $606,867 $613,932 $686,583
Total Expenses $860,038 $708,418 $656,788

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 $223,470 $238,417 $307,432
Indirect Public Support -- -- --
Earned Revenue $347,185 $342,810 $340,430
Investment Income, Net of Losses $215 $6 $1,218
Membership Dues -- -- --
Special Events $35,997 $23,879 $33,000
Revenue In-Kind -- $8,820 $4,503
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $700,690 $565,945 $508,689
Administration Expense $114,475 $108,111 $87,995
Fundraising Expense $44,873 $34,362 $60,104
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.71 0.87 1.05
Program Expense/Total Expenses 81% 80% 77%
Fundraising Expense/Contributed Revenue 17% 13% 18%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $977,806 $1,076,370 $1,259,089
Current Assets $57,748 $155,587 $238,644
Long-Term Liabilities -- $236,000 $324,000
Current Liabilities $417,354 $26,747 $26,980
Total Net Assets $560,452 $813,623 $908,109

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 N/A
Percentage(If selected) --
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? --

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 0.14 5.82 8.85

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 22% 26%

CEO/Executive Director/Board Comments

As the new Managing Director of Gloucester Stage (as of October, 2015) I find myself at the helm of a 37 year old company with a well-earned reputation as a leader in the Boston area cultural community. Having garnered many awards in years past, we are gratified to learn that the 2015 season earned us no less than 9 nominations from the Independent Reviewers of New England (IRNE). That said, we also face some significant challenges. It is somewhat rare for a community as relatively small as Gloucester/Cape Ann to have the financial resources adequate to support a professional Equity theater company of our size and scale. My primary goal this coming year is to build a solid base of audience and donors such that we can continue providing high quality professional live theater for many seasons to come. To this end I have established a new “Circles of Giving” structure which asks donors to make a three year commitment at annual levels from $5,000 to $25,000. Begun in January, 2016, we have already secured pledges that amount to 60% of our goal.

Jeff Zinn
Managing Director

Foundation Comments

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


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?

The Gloucester Stage Company’s mission is to
• present professional productions of intellectually stimulating and socially relevant theater
• provide a nurturing work environment in an inspirational setting for artists of exceptional talent
• enrich the greater theater landscape by introducing audiences to new work
• contribute to the cultural and educational development of Cape Ann.
We envision over 30,000 audience members visiting the building annually to see industry professionals perform in Mainstage, NeverDark, and Youth Actor Workshop productions. More than 500 youth will spend hours in theater classes with experienced teachers or preparing for shows each year. Over 1,000 school children will enjoy special outreach performances. In addition to hundreds of students experiencing shows at a vast discount, we will continue the education of young theater professionals through our paid apprenticeship program. The historic theater building, open from 8 a.m. until 10 p.m. six days a week, will be a vibrant and efficient community resource filled with children's laughter, audience applause, and artists finding community through theater.

2. What are your strategies for making this happen?

Our strategies to meet the above goals are as follows:
- Continue to devote programming budget and artistic resources to expanding audiences for new works and socially relevant theater;
- Expand our youth theater programs with identification and allocation of resources;
- Improve building maintenance planning and investment; budgeting and funding goals for annual needs and long-term improvement;
- Focus on strengthening our volunteer and membership programs to encourage community/donor involvement;
- Continue to responsibly grow professional staff to better meet needs;
- Utilize and steward our funding resources, building positive relationships with partner organizations;
- Revenue enhancement projects - build strong relationships with corporate partners and increase value generating opportunities within our building;
- Build and formalize the ongoing operation processes with increased use of formal policies and improved board committee procedures and calendars.

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

Founded in 1979 and housed since 1987 in the Gorton Theater building, Gloucester Stage is a nationally recognized producing company and is located on one of the most historic and beautiful capes in the country. Generations of families have shared the stage together, building family ties and creating lifelong memories. Gloucester Stage embodies creativity, ingenuity, and achievement. Its rich artistic history reflects the spirit of the city that surrounds it.

Gloucester Stage Company is governed by a committed and dedicated Board of Directors. Chris Griffith, Managing Director, and Robert Walsh, Artistic Director, report directly to the board of directors and are responsible for the overall administration of Gloucester Stage's budget, staff, and programs, and the execution of our mission. Our outstanding staff team includes business professionals from diverse backgrounds who share a passion for theater and community culture.

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

The challenge of measuring success in a mission-driven organization requires more than a financial calculation. We have three areas for measuring success: impact, activity, and capacity (Sawhill & Williamson, 2001). Each of the three aspects related to a question, similar to entrepreneurial exercises in developing a business model.

Measuring capacity takes into account fundraising performance, membership growth, and market share. Those three data inputs combine to give a picture on the organizational capacity achievements. For activity analysis, we use our strategic plan to pull trackable data. These goals are 5-year plans so an annual budget of new performance and youth education projects were compared to the actual plans developed. These activities are also analyzed for quality using audience feedback tracking. Finally, our impact is measured for breadth and depth of all our programs. Two measurable sources of data were awareness and growth, using various internal and external surveys.

The result of these investment/success measurements is an overall better focus on the organizational mission and more effective productivity from the top down. Further, these measures make us more aware of where to expend our resources and not only become more effective in the community but more sustainable.

Gloucester Stage Company uses the data collected for forming future strategic plans, budgets, and fundraising efforts in order to ensure we remain a vital Cape Ann organization and relevant resource for artists.

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

We continue to strive to achieve our goals outlined above. We are continuing to grow our mission impact and resources, and anticipate achieving our goals within our five year strategic plan ending in 2019. We look forward to analyzing our successes and setting the bar even higher for our next five years.