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

Summary

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Mission StatementMORE »

The Gloucester Stage Company's mission is to present the highest quality professional theatrical productions contributing to the cultural, economic and educational development of Cape Ann.

Mission Statement

The Gloucester Stage Company's mission is to present the highest quality professional theatrical productions contributing to the cultural, economic and educational development of Cape Ann.

FinancialsMORE »

Fiscal Year Jan 01, 2014 to Dec 31, 2014
Projected Income $812,564.00
Projected Expense $803,303.00

ProgramsMORE »

  • "Pay What You Can" Discounted Ticket Program
  • Cape Ann Nights
  • NeverDark Second-Stage Series
  • Youth Acting Workshops

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

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


Overview

Mission Statement

The Gloucester Stage Company's mission is to present the highest quality professional theatrical productions contributing to the cultural, economic and educational development of Cape Ann.

Background Statement

The Gloucester Stage Company was co-founded in 1979 by Geoff Richon, Denny Blodget, and award-winning playwright Israel Horovitz as a "safe harbor for playwrights and new plays". For its first seven seasons, the company performed at the historic Blackburn Tavern in downtown Gloucester. In 1987, Gorton's Seafood generously offered GSC a long-term residence in its building in East Gloucester on Smith's Cove adjacent the galleries and restaurants of Rocky Neck, the oldest art colony in the United States. In 2004, GSC purchased the building from Gorton's and is currently undertaking a capital campaign to eradicate the mortgage and establish an endowment fund.

During its first twenty seasons, the GSC successfully realized its mission with the production of more than 32 World premieres, 6 American premieres, and 17 New England premieres. Plays developed at the GSC have gone on to critical and popular acclaim on Broadway, off-Broadway, across the United States, and around the world. The Company has received numerous awards and citations including several Elliot Norton Awards (awarded by The Boston Theater Critics Association) for individual productions and performances and a New England Theater Conference Award. Mr Horovitz was honored with Boston's prestigious Elliot Norton Prize for his work with the GSC.

Mr. Horovitz stepped down as Artistic Director after the 2006 season but continues as a prominent member of the artistic company as Artistic Director Emeritus. In 2007, Eric Engel became the company's second Artistic Director. Engel previously served two seasons as Producing Director /Associate Artistic Director and three seasons as a guest director.  J. Andrew Burgreen became the Managing Director in April of 2010 and continued to lead the company in its mission to present the highest quality professional theatrical productions while contributing to the cultural, economic and educational development of Cape Ann. Late in 2014 Jon Wojciechowski, a former healthcare executive and nationally-known expert in arts and non-profit management, was hired to lead the company moving forward.  He immediately turned his focus to addressing the immediate business needs of the theatre while looking for ways to expand and improve education and the artistic product.   

Impact Statement

Last season Gloucester Stage increased its audience by nearly 10%, culminating in the most successful season ever.  A full-time marketing and development director was hired (the first after a 3-year absence), and a successful fundraiser was held around the premiere of Israel Horovitz's 'My Old Lady', which had its world premiere at Gloucester Stage.  Goals for this year include the development of a broader education program, with a focus on audience education.  Flat screen TVs are being installed in the lobby and will help provide dramaturgical information about the show, the theatre, and upcoming events.  A dramaturgy guide, Explore, will be published for each show and every mainstage production will be complemented with a series of free second stage play readings, films, and talkbacks designed to enhance the larger production. A new 8-member apprentice program is being launched for recent college graduates with degrees in the theatre arts.  Apprentices will be paid and housed for the entire season (May - December) providing them with opportunities to learn while working alongside our established theatre professionals. All tickets have been lowered to $28 from last year's price of $40 per seat, with the goal of bringing more people to the theatre.  To attract younger people a limited number of $1 seats will be provided to anyone age 25-younger at all performances.  A new executive managing director and a new director of artistic engagement help bring a new focus to both the business and artistic sides of the theatre.     

Needs Statement

Like most theatres its size, Gloucester Stage relies on earned and unearned revenue for stability and growth.  Currently, box office revenue accounts for less than half the theatre's income.  The remainder has been made up with private donations.  Immediate needs include $75,000 for the renovation of the theatre's existing bathrooms which are not handicapped accessible.  Approximately $100,000 is needed for replacement of the theatre's aged lighting system which limits design capability.  The theatre's new professional apprentice program, a highlight of its education initiatives, costs $60,000 annually for housing, stipends, and related costs.  Increasing the theatre's board of directors is a goal for 2015, along with bringing on more committee volunteers.  Goals for this season include stabilizing finances so that staff can be grown and the artistic product improved.   
 

CEO Statement

Non-profit professionals, like Gloucester Stage, have a role to play beyond presenting plays audiences want to see.  Founded as a 'safe harbor' for plays and playwrights, the theatre seeks to present new work to an inquisitive audience.  Education is a important component of the theatre's mission and programs (new and existing) are for pre-school and school-age children, recent college graduates, and adults.  Understanding the economic needs of our community, Gloucester Stage has lowered its regular ticket price to just $28 per seat (from last year's price of $40) and reserved ten seats for every performance that can be purchased for just $1 by anyone age 25-younger.  Gloucester Stage has a 35-history on the North Shore and looks forward to welcoming audiences and artists for many years to come.  The 'safe harbor' continues.   

Board Chair Statement

I am very pleased and honored to serve as President of the Gloucester Stage Board of Directors, especially as 2014 marks the company's thirty-fifth anniversary. Gloucester Stage is well-knitted into the lives of the Cape Ann community and beyond.  Each year, 10,000 adults and children enter our theater to be entertained and informed, educated and challenged.   Speaking for these members of our theatrical  family and on behalf of the board of directors, please accept my thanks, in advance for supporting  the wonderful work that GSC produces year after year.

Geographic Area Served

NORTHEAST REGION, MA
Cape Ann (Gloucester, Rockport, Essex, Manchester-By-the-Sea, Ipswich) and Boston's North Shore

Organization Categories

  1. Arts,Culture & Humanities - Performing Arts
  2. Youth Development -
  3. -

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

No

Programs

"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.

Cape Ann Nights

Residents of Cape Ann can purchase $20 tickets to Thursday preview performances for each Mainstage show, plus The Workshop World Premiere and the holiday Show. There is a limit of 2 discounted tickets per household. Cape Ann Nights are available for residents of Gloucester, Rockport, Essex and Manchester. Proof of residency required.

Limited amount of tickets available per performance.
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%

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.

Some NeverDark events will take place at Gloucester Stage. Others will take place at venues through partnerships with other organizations. All events taking place will be Pay-What-You-Wish and represent a significant investment by Gloucester Stage toward serving a culturally rich and diverse community.

NeverDark events will be scheduled to complement a central theme, topic, or issue that relates to Mainstage productions. As of February 2015, the NeverDark series for the 2015 season was scheduled to include 16 Talk Backs and Backstage Discussions, 15 Staged Readings, and 6 Film Screenings.

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

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

The biggest challenges facing Gloucester Stage, not unlike other theatres, are audience development and funding.  Decreases in audience size, loss of subscription revenue, and decrease in corporate funding make it difficult to grow.  However, there are a lot of opportunities (if you look for them) and this can be a very good time for smart theatres.  Challenging times force you to go back to your mission and focus on that.  For Gloucester Stage that means an increased focus on new work and challenging work, plays that you often can't find elsewhere.  Plays that befit our unique black-box theatre.  Gloucester Stage has to rethink its season.  Over the years we have become a summer theatre with programming just 14 or 15 weeks out of the year - a model that just doesn't work.  In 2015 we are expanding to 32 weeks of programming over 8 months (May to December).  We are also increasing the run of our shows from three weeks to four weeks.  In 2015 we will decrease our ticket price from $40 to $28 and introduce a limited number of $1 seats for anyone 25-years of age and younger at all performances.  The gamble is that lower ticket prices will attract more of an audience, and a more varied and diverse audience, that is more reflective of our community.  Education has also become a focus of our business plan with a aggressive series of second-stage shows added to the calendar for 2015.  Each second-stage show, part of an initiative we are calling NeverDark, is designed to better explain and generate interest in the mainstage show around which it is scheduled.  A printed dramaturgy guide, interactive lobby displays, and podcasts further enhance audience education, designed to make the theatre more accessible.  Gloucester Stage is also launching an 8-person professional apprentice program in 2015 for recent college graduates with a degree in a theatre-related field.  The goal of the program is to help train the next generation of theatre artists while allowing them to help shape and influence the present day Gloucester Stage Company. 

Management


CEO/Executive Director Mr Jeff Zinn
CEO Term Start Oct 2015
CEO Email [email protected]
CEO Experience

Jeff Zinn is best known as the longtime artistic director of Wellfleet Harbor Actors Theater (WHAT) on Cape Cod. Under his leadership WHAT grew to become a nationally recognized professional theater presenting provocative new American plays for a diverse and appreciative regional audience. While there he produced and/or directed more than 180 productions. WHAT was awarded two prestigious Eliot Norton Awards including one in 2001 for “Establishing a Beachhead for Serious Theatre on Cape Cod.” Productions he directed, Beauty Queen of Leenane (starring Julie Harris), Closer by Patrick Marber, and Proof by David Auburn were named, in their respective years, as part of the top ten theater productions by the Boston Globe. His 2010 productions of Daughter of Venus by his father, Howard Zinn, and the world premiere of Danny Casolaro Died for You, by Dominic Orlando, (National New Play Network Rolling World Premiere) received critical acclaim as did his 2011 productions of A Behanding In Spokane by Martin McDonagh and Bakersfield Mist by Stephen Sachs. His remounting of Bakersfield Mist at New Repertory Theatre in Watertown, MA, garnered the 2012 Eliot Norton Award for Best New Script.

As an actor he made his Equity debut as “Danny” in the original off-Broadway production of David Mamet's Sexual Perversity In Chicago starring F. Murray Abraham, and appeared on Broadway in The Suicide starring Derek Jacobi. As a director he developed new plays at Ensemble Studio Theatre, The White Barn Theatre, The West Bank Cafe, Theater for the New City, as a member of the Circle Repertory Company Lab, the Berkshire Playwrights Lab and Boston Playwrights Theatre.

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

Former CEOs and Terms

Name Start End
Costin Manu Jan 2014 Sept 2014
Jon Wojciechowski Oct 2014 Oct

Senior Staff

Name Title Experience/Biography
Ms. Heidi J. Dallin Media Relations and Youth Acting Workshops Director --
Caitlin Kenyon Director of Marketing and Development --
Mr. Joe Short Production Manager --
Mr. Robert Walsh Artistic Director


Awards

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

Affiliations

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

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

We are part of the Rocky Neck Cultural District in Gloucester ands part of NEAT (New England Association of Theaters) and SEaArts (Society for the Encouragement of The Arts) and member of the Cape Ann Chamber of Commerce.

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 5
Number of Part Time Staff 4
Number of Volunteers 35
Number of Contract Staff 55
Staff Retention Rate % 66%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 5
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 2
Male: 3
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
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 Under Development
Nondiscrimination Policy Under Development
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

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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 Semi-Annually

Governance


Board Chair Mr Elizabeth Neumeier
Board Chair Company Affiliation Labor Mediator, Attorney
Board Chair Term Jan 2016 - Jan 2017
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr Robert Boulrice City of Chelsea Treasurer Voting
Ms Mary John Boylan Attourney at law --
Mr Robert Ellis Community Volunteer Voting
Ms Judith Hoglander Member, Gloucester Cultural Council --
Mr Richard P. Mills Retired Voting
Ms Elizabeth Neumeier Labor Arbitrator and Mediation Voting
Mr Geoffrey Richon Geoffrey Richon Co, Inc Voting
Mrs. Beatrice Waring Community Volunteer Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Ms Lori Cianciulli Attorney at law NonVoting
Mr Kevin Clancy Copernicus Marketing Consulting Exofficio
Ms. Beth Coolidge Special Education Teacher NonVoting
Mr Mark Gottesman Commercial Real Estate NonVoting
Mr Thomas Grilk Esq General Counsel, Brooks Automation NonVoting
Ms. Barbara Hargrove Self-Employed Bookkeeper NonVoting
Mr Israel Horovitz Playwright Exofficio
Ms Sally Jackson Business Owner NonVoting
Mr. George Marsh Payette Associates NonVoting
Mr. Steve McCarthy General Contractor/Real EState NonVoting
Ms Regina Villa Public Affaris NonVoting
Mr Barry Y Weiner Esq Attorney/Mediator/Arbitrator Exofficio
Dr. Kenneth Weiss Community Volunteer NonVoting

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 11
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 5
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
  • Capital Campaign
  • Executive
  • Marketing
  • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)

CEO/Executive Director/Board Comments

Our biggest challenges are expanding our donor base and increasing attendance at performances.  This season, we are focusing on both by extending our season, lengthening the runs of shows, and developing new education initiatives and fundraising programs to appeal to more people.  Our board president has made it a priority to expand our board, welcoming new talent and broadening our reach to new potential donors.  Despite the many challenges, Gloucester Stage is excited about the future of theatre as an art and this theatre in particular.  Fundraising and audience development challenges are not new and we are using this opportunity to rethink who we are and what we do.  The outcome, we believe, will be a leaner and more efficient Gloucester Stage.  A theatre that is reflective of its greater community and seeks programming that is relevant to the lives of its neighbors.  A theatre that is rethinking how audiences seek out live performances and what those experiences look like.  A theatre that is affordable, accessible, and becomes a part of the fabric of the everyday lives of our community.  Gloucester Stage is keen to integrate itself more in the Rocky Neck Arts Colony and we are redesigning our building's exterior to make a better impression as visitors first enter the colony.  We are also seeking to partner with nearby restaurants to offer discount dinner & show packages to our patrons and to encourage guests to spend more time visiting the area.  This is an exciting time for theatre - new technology, great new plays, and a better awareness of the power of live theatre.  Harnessing that power is our plan to get ahead of financial concerns and build a stronger base that will ensure the next 35 years. 

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year Jan 01, 2014 to Dec 31, 2014
Projected Income $812,564.00
Projected Expense $803,303.00
Form 990s

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

Audit Documents

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 2014 2013 2012
Total Revenue $613,932 $686,583 $663,565
Total Expenses $708,418 $656,788 $688,158

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
-- -- $53,100
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $238,417 $307,432 $242,418
Indirect Public Support -- -- --
Earned Revenue $342,810 $340,430 $316,144
Investment Income, Net of Losses $6 $1,218 $318
Membership Dues -- -- --
Special Events $23,879 $33,000 $42,580
Revenue In-Kind $8,820 $4,503 $9,005
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $565,945 $508,689 $499,559
Administration Expense $108,111 $87,995 $97,143
Fundraising Expense $34,362 $60,104 $91,456
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.87 1.05 0.96
Program Expense/Total Expenses 80% 77% 73%
Fundraising Expense/Contributed Revenue 13% 18% 27%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $1,076,370 $1,259,089 $1,323,946
Current Assets $155,587 $238,644 $181,837
Long-Term Liabilities $236,000 $324,000 $408,000
Current Liabilities $26,747 $26,980 $37,632
Total Net Assets $813,623 $908,109 $878,314

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
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 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 5.82 8.85 4.83

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 22% 26% 31%

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.

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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