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Arts Boston, Inc.

 31 St. James Avenue, Suite 360
 Boston, MA 02116
[P] (617) 2628632
[F] (617) 2628633
www.artsboston.org
info@artsboston.org
Catherine Peterson
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INCORPORATED: 1975
 Printable Profile (Summary / Full)
EIN 04-2563054

LAST UPDATED: 08/04/2017
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 »

ArtsBoston, founded in 1975, is an arts service organization with a mission to support and grow the cultural sector of Greater Boston. Our vision is a Greater Boston that thrives on arts and culture, and for ArtsBoston to serve as an energizing, highly valued, leading resource to arts organizations, audiences, artists and key decision makers in Boston toward that goal. ArtsBoston’s award-winning programs impact 750,000 residents and visitors to Boston and over 3,000 providers of cultural programming, especially our family of 170 member arts organizations crossing all disciplines and budget sizes. In 2015, ArtsBoston received our second Massachusetts Cultural Council Commonwealth Award, the state’s highest honor in the arts and humanities, for “leadership in helping arts organizations grow their audiences and make deeper connections to their communities.”

Mission Statement

ArtsBoston, founded in 1975, is an arts service organization with a mission to support and grow the cultural sector of Greater Boston. Our vision is a Greater Boston that thrives on arts and culture, and for ArtsBoston to serve as an energizing, highly valued, leading resource to arts organizations, audiences, artists and key decision makers in Boston toward that goal. ArtsBoston’s award-winning programs impact 750,000 residents and visitors to Boston and over 3,000 providers of cultural programming, especially our family of 170 member arts organizations crossing all disciplines and budget sizes. In 2015, ArtsBoston received our second Massachusetts Cultural Council Commonwealth Award, the state’s highest honor in the arts and humanities, for “leadership in helping arts organizations grow their audiences and make deeper connections to their communities.”


FinancialsMORE »

Fiscal Year Sept 01, 2015 to Aug 31, 2016
Projected Income $2,722,300.00
Projected Expense $2,717,111.00

ProgramsMORE »

  • Access and Affordability: Promotional Platforms and Ticketing Services
  • Arts Data Programs: Research and Applications for Systemic Change
  • Capacity Building Training, Technical Assistance, and Professional Development

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Overview

Mission Statement

ArtsBoston, founded in 1975, is an arts service organization with a mission to support and grow the cultural sector of Greater Boston. Our vision is a Greater Boston that thrives on arts and culture, and for ArtsBoston to serve as an energizing, highly valued, leading resource to arts organizations, audiences, artists and key decision makers in Boston toward that goal. ArtsBoston’s award-winning programs impact 750,000 residents and visitors to Boston and over 3,000 providers of cultural programming, especially our family of 170 member arts organizations crossing all disciplines and budget sizes. In 2015, ArtsBoston received our second Massachusetts Cultural Council Commonwealth Award, the state’s highest honor in the arts and humanities, for “leadership in helping arts organizations grow their audiences and make deeper connections to their communities.”


Background Statement

ArtsBoston was established four decades ago by a consortium of theatre companies that wanted to copy New York City’s TKTS half-price ticket booth. Today, although we still manage two full-service information and discounting ticketing booths at Faneuil Hall Marketplace and Copley Square, ArtsBoston has grown beyond these origins. Through innovations in programming and service, ArtsBoston has built our reputation as a leading champion for Boston’s arts community and a trusted partner in collaborative efforts to strengthen our sector’s capacity to serve and improve the lives of everyone who lives in, works in, or plays in the Greater Boston region through the power of arts and culture.

Most recently, ArtsBoston has become a leading voice advocating the power of cultural data as a tool to build pathways to the arts. The ArtsBoston Audience Initiative created Boston’s first cultural participation database in 2012, and has grown into an important and useful tool for helping the cultural sector and key partners understand current audiences, identify gaps in participation and target constituencies, and focus on audience diversification and retention of first-time buyers. The Arts Factor, released in June 2014, was the first cultural impact report to use data from the Massachusetts Cultural Data Project, and celebrated the cross-cutting impact of arts and culture on the region’s identity, vitality, reputation for innovation, and community transformations.

As it looks to the future, ArtsBoston is focusing on innovative strategies to capture and leverage the collective power of our sector through data-driven participation building and advocacy, digital communication platforms, and collaborative promotional efforts.


Impact Statement

ArtsBoston impacts arts organizations, arts audiences, and a Greater Boston region that is a more livable, vibrant place because of our robust cultural sector. In the last year, ArtsBoston:

  • Facilitated the Audience Diversification Pilot Project in partnership with the Barr and Klarman Family Foundations, Mott Philanthropic, and Technical Development Corporation. The ADPP worked with seven mid-sized arts organizations to apply cross-sector strategies from the realm of politics to use predictive modeling and shared learning to identify and engage audiences of color.
  • Inaugurated new capacity building programs focused on issues of equity, diversity, and inclusion, by creating a new Arts Administrators of Color Network and launching a free series of professional development workshops for the field to support discussion and drive change at the organization and sector level.

  • Relaunched our organization website at www.ArtsBoston.org, creating a unified online presence to more effective tell our story and serve our multiple constituencies.

  • Established a new partnership with the Massachusetts Cultural Council on its Festivals program, developing a dedicated events calendar and providing capacity-building workshops on social media and data collection for program participants across the Commonwealth.

In the coming year, ArtsBoston will:

  • Launch the Audience Lab, designed to build on learnings from the Audience Diversification Pilot Project to use cohort-based action learning and predictive modeling to target audiences of color under 40.

  • Provide ongoing leadership in the arena of equity, diversity, and inclusion, working in close partnership with the City of Boston and other key partners to support the implementation of the Boston Creates cultural plan.

  • Complete a new strategic plan that will help guide the organization and its leadership and programmatic priorities for the next three years.



Needs Statement


To embrace an important moment of adaptive change on behalf of our arts community, ArtsBoston needs:


1) To build partnerships with and gain investment from new stakeholders who have knowledge and networks to advance the cause of cultural data and cross-sector strategies as game-changing resources for the arts sector.


2) New Board members that can open doors to such stakeholders and expand our base of support.


3) Change capital to invest in programs and services focused on long-range, systemic change (particularly in the areas of equity, diversity, and inclusion) that are unlikely to generate earned revenues but critical to the continued impact of the sector.


4) Access to new platforms (articles, blogs, presentations, conferences) to share knowledge and best practices regarding adaptive change in arts community.


5) Capital investment to complete deferred maintenance expenses and upgrades to our Copley Square booth.



CEO Statement

 

Board Chair Statement

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Geographic Area Served

Greater Boston Region-All Neighborhoods

ArtsBoston serves arts organizations and cultural consumers throughout the entire Greater Boston region, including all of the neighborhoods of the City of Boston, the suburban MetroWest areas to Worcester, MA; the North Shore, Southern New Hampshire, and Upper Rhode Island to Providence.

Organization Categories

  1. Arts,Culture & Humanities - Arts Services
  2. -
  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

Access and Affordability: Promotional Platforms and Ticketing Services


With the launch of a new organizational website at www.artsboston.org in 2016, ArtsBoston transformed its online presence and dramatically streamlined the way in which people can access ArtsBoston’s programs, services, and resources. The ArtsBoston Calendar is Greater Boston’s most comprehensive online events calendar, highlighting arts and cultural activities submitted by hundreds of organizations, as well as community-based groups that are using arts and culture to serve their constituents. Listings showcase free and low-cost opportunities, including BosTix Deals, offering half-price tickets online and at ArtsBoston’s beloved booths at Faneuil Hall and Copley Square. Collaborative promotional partnerships such as the Mayor’s Holiday Special and MassFestivals raise the profile of the arts and cultural community and open doors to participation for tens of thousands of residents of, and visitors to, Boston each year, especially families.

Budget  --
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
Program Short-Term Success 

  • To help new and existing arts audiences in Boston be better informed about the breadth and depth of arts events in our region by serving as a one-stop destination for people who are interested in the arts.

  • To provide a central knowledge hub for the arts community that aggregates information about programming, training opportunities, technical assistance resources, and research for the field and its stakeholders.

  • To provide a state-of-the-art technology platform for collaborative promotions designed to shine a spotlight on the arts sector, build demand, and reduce barriers to participation in the arts for Boston’s diverse communities.


Program Long-Term Success 


  • To provide a digital resource that helps build the Greater Boston region’s national reputation as a hub for artistic and cultural excellence and innovation.

  • To reduce fragmentation among the arts sector, promote common messaging, and provide common resources and data.

  • To help audiences be expanded, more diverse, and more deeply engaged.


Program Success Monitored By 


  • Website visitation metrics (Google Analytics)

  • Social media metrics (Facebook and Twitter)

  • Event listings on ArtsBoston Calendar (# of participating/listing organizations, # of events)

  • Value of in-kind search engine marketing support (Google Adwords)

  • Successful addition of new content (blog posts, technical assistance materials, research downloads, webinars and downloadable training materials)


Examples of Program Success 


  • +40% Facebook Likes, +21% Twitter followers, + 31% email subscribers in 2016

  • 50,000 unique monthly visitors to ArtsBoston.org Calendar

  • 3,000 presenters/producers of cultural events using the Calendar for listings



Arts Data Programs: Research and Applications for Systemic Change


ArtsBoston is a thought leader in the power of cultural data to understand and transform audiences. The ArtsBoston Audience Initiative, established in 2012, activates a collaborative database of 1.5 million arts-going households to help participating organizations better understand current audience demographics, and target and retain new buyers more efficiently. The Audience Lab, a new collaborative initiative will build on the work of the Audience Diversification Pilot Project, a special collaboration with the Barr Foundation, Klarman Family Foundation, TDC, Mott Philanthropic, and Mass Voter Table. The Audience Lab will use cohort-based action learning and predictive modeling to identify and engage young audiences of color. The Arts Factor is Boston’s first cultural impact report presenting case studies along with data from the Massachusetts Cultural Data Project to quantify the impact of the arts on our region’s identity, vitality, innovations, and community transformations.


Budget  --
Category  Arts, Culture & Humanities, General/Other
Population Served US Adults Minorities
Program Short-Term Success 
    • 56 organizations are participating in the AAI, sharing audience data for 1.5 million arts-going households, including one-third of all the households in Greater Boston.

    • ArtsBoston’s training and technical assistance framework for the ArtsBoston Audience Initiative has been recognized as a national model in the field among other cities nationwide that host similar databases, and ArtsBoston-developed materials have been shared with other cities.

    • The Audience Lab will add a second cohort of mid-sized arts groups from Boston’s theatre community to the original seven groups in the Audience Diversification Pilot Project to work together to target audiences of color under 40.

    • Research and analysis drawn from the ArtsBoston Audience Initiative, particularly regarding the gap between Boston’s demographics and Boston’s arts audiences, provided critical context for the Boston Creates cultural plan.

Program Long-Term Success 


  • Boston’s arts community will be widely recognized for its use of cultural data to drive measurable change in audience diversity and audience retention, using new strategies that encourage innovation, experimentation, and shared learning.

  • ArtsBoston’s data programs will inform not only audience development efforts, but also strategic advocacy for the sector through close alignment with the work of MASSCreative and others.

  • ArtsBoston will lead an engaged network of partners and stakeholders that are actively working together to shepherd the growth and evolution of cultural data as a resource for the arts community and the broader civic community.


Program Success Monitored By 


  • Participation metrics (# of organizations uploading data into the system; # of households in the database; # of reports and other analytic tools utilized

  • Engagement metrics (participation in learning roundtables and other training and technical assistance offerings)

  • Outcome metrics (case studies; measured progress to identified engagement goals for each participant)

  • Collaborators

  • Knowledge sharing (presentations to the field at conferences and other learning settings)

Examples of Program Success 
  • Nick Peterson, Director of Marketing of Central Square Theater, called the Audience Initiative “the work of an arts service organization at its best: innovative, high-impact thinking that can be put into action by one guy and his laptop.” In one year, the AAI helped Central Square Theater bring back 20% of its first-time ticket buyers, increase multi buyers by 50%, and grow overall subscription revenue by 40%.
  • Huntington Theatre Company has used the program to monitor the impact of its new Community Membership, which offers $20 tickets to clients of local social service and community agencies, on audience diversity. Temple Gill, the Huntington’s Director of Marketing, notes: “It’s one thing to stand in the back of the theatre and observe changing demographics, but it’s a different thing to take that audience list and run it through the Audience Initiative data and be able to say here are the actual results.”



Capacity Building Training, Technical Assistance, and Professional Development


ArtsBoston works with arts organizations and arts administrators one-on-one, in small group settings, and through large-scale workshops and panels with national experts to build knowledge and capacity at both the organization and sector level. Over the last year, ArtsBoston has embraced a particular commitment to leading our sector on issues of equity, diversity, and inclusion (EDI) as a core component of our institutional vision and to drive systemic change. We launched a new Arts Administrators of Color Network, providing regular meeting, trainings, and other supportive services to help self-identified people of color grow and thrive as leaders in the field. As part of our ongoing workshops series that brings national and local experts to Boston, we began offering quarterly free workshops addressing topics of equity, diversity, and inclusion (EDI), beginning with a well-received discussion with Carmen Morgan of artEquity, a leading national figure in EDI work.


Budget  --
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
Program Short-Term Success 
    • Expanded training and technical assistance offerings will help arts organizations and arts professional embrace innovative, adaptive strategies to longstanding challenges in the field, particularly in the arena of equity, diversity, and inclusion.

    • Workshops with highly skilled experts in a low-cost setting reduces financial barriers for staff members from smaller arts groups with limited resources so they can access expertise the otherwise couldn’t afford.

    • Shared learning and collaborative approaches to common challenges are encouraged as a core value of the arts community.

Program Long-Term Success 


  • Arts organizations have the skills that they need to engage audiences in a way that is sustainable.

  • Arts service organizations work together to meet the needs of their constituents, while leveraging their particular areas of expertise.

  • Boston’s arts sector is viewed as cohesive, collaborative, and embracing of best practices and innovative approaches.


Program Success Monitored By 

  • Workshop participation metrics (# of attendees, satisfaction surveys)

  • Quality of program offerings (accomplishments of workshop leaders, diversity of topics)

  • Applications of learnings (case studies, testimonials)


Examples of Program Success 

  • Carmen Morgan of artEquity came to Boston for two days, first to work with the ArtsBoston team on its internal cultural competency-building and then to facilitate in a well-received workshop for ArtsBoston members. As one participant noted: “What was most impactful was the idea—which I know but keep letting slip—that it is in working on systemic change within my organization’s culture that the important change happens.”

  • 2017 Google for Nonprofits workshop featuring experts from Google sharing strategies for using Google AdWords and Google Analytics to reach audiences online and drive decision-making. More than 50 people attended the event.



CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Catherine Peterson
CEO Term Start Dec 1997
CEO Email catherinep@artsboston.org
CEO Experience

Catherine Peterson has served ArtsBoston as its Executive Director since 1997. Under her leadership, ArtsBoston has received two Commonwealth Awards, the state’s highest honor for arts, science and humanities, most recently in 2015 for leadership to the field in the use of cultural data. ArtsBoston’s signature cultural data programs, the ArtsBoston Audience Initiative and The Arts Factor, have also been recognized in The Boston Globe’s “Game Changers” special innovation report and as one of Boston’s “20 Best New Big Ideas.”


Catherine’s community and national commitments include serving on the Arts Transition Team for Boston Mayor Marty Walsh, the Leadership Council for the Boston Creates cultural planning process, and participating annually in Boston’s City to City Leadership Exchange.  She is also a graduate of LeadBoston, the NCCJ’s social justice leadership program, as well as Stanford University’s Executive Program for NonProfit Leaders and of Harvard University’s Achieving Excellence Executive Education Program at the Kennedy School.

Prior to joining ArtsBoston, Ms. Peterson managed a multi-million dollar Wallace Foundation audience development program at the Worcester Art Museum; served as an artistic administrator for The Cleveland Orchestra; and was a Vice President at Columbia Artists Management, handling the careers of twenty-five internationally known opera singers.  Ms. Peterson also opened the first opera merchandise store in the United Kingdom for the English National Opera and has written music criticism for The Boston Globe. A summa cum laude graduate of Wellesley College, Ms. Peterson currently serves on the Board of Directors for MASSCreative, the state’s arts advocacy agency; is a member of the Board of Overseers for Emerson College; and currently serves as Board President for the national service organization Chorus America. 

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. John Beck Deputy Director --

Awards

Award Awarding Organization Year
Commonwealth Award Massachusetts Cultural Council 2015
Commonwealth Award Massachusetts Cultural Council 2001

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations


In addition to our ongoing collaboration with our 170+ member arts groups and other cultural organizations that use our services, ArtsBoston works with a range of community partners and other stakeholders who are invested in the health and vitality of Boston’s cultural sector, including local government entities, key community funders, and leading tourism agencies. ArtsBoston works particularly closely with the Massachusetts Cultural Council, the City of Boston Mayor’s Office of the Arts; the Greater Boston Convention & Visitors Bureau; and the Greater Boston Concierge Association on collaborative promotions and awareness-building activities that encourage both residents and visitors to make the arts a part of their lives. We work with MASSCreative and Mass Voter Table to connect our membership networks to advocacy efforts. Finally we partner with our strategic investors and funders to drive systemic change in our sector, particularly by embracing an active leadership role in new programs and services focused on building cultural equity, fostering greater diversity in our organizations and audiences, and creating a more inclusive cultural community as a whole.

CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 9
Number of Part Time Staff 10
Number of Volunteers 12
Number of Contract Staff 2
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 8
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 4
Male: 5
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 3
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration --

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 Annually

Governance


Board Chair Mr. John Wolfarth
Board Chair Company Affiliation MullenLowe
Board Chair Term Dec 2016 - Dec 2017
Board Co-Chair Mr. Will Stansbury
Board Co-Chair Company Affiliation Blackbaud
Board Co-Chair Term Dec 2016 - Dec 2017

Board Members

Name Company Affiliations Status
Ms. Yasmin Cruz John Hancock Voting
Mr. Gary Dunning Celebrity Series of Boston Voting
Ms. Anna Fitzloff American Repertory Theater Voting
Ms. Sarah Lee Slover-Linnet Audience Research Voting
Ms. Christine Letts Harvard Kennedy School Voting
Ms. Leah Palone Boston Magazine Voting
Mr. Will Stansbury Blackbaud Voting
Ms. Kathie Stevens Financial Consultant Voting
Mr. John Wolfarth EVP, Director of Digital Operations, Mullen 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: 0
Caucasian: 6
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 6
Male: 3
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 80%
Constituency Includes Client Representation Yes

Standing Committees

  • Board Development / Board Orientation
  • Executive
  • Finance

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $2,274,638 $2,530,036 $2,468,003
Total Expenses $2,371,738 $2,409,238 $2,614,841

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $121,200 $56,100 $64,500
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $121,200 $56,100 $64,500
Individual Contributions $316,397 $496,620 $138,737
Indirect Public Support -- -- --
Earned Revenue $1,282,958 $1,455,059 $1,605,543
Investment Income, Net of Losses $6,459 $10,313 $8,505
Membership Dues $136,648 $97,500 $126,209
Special Events -- -- --
Revenue In-Kind $410,976 $414,444 $524,509
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $2,029,037 $2,052,115 $2,215,085
Administration Expense $173,740 $176,692 $211,375
Fundraising Expense $168,961 $180,431 $188,381
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.96 1.05 0.94
Program Expense/Total Expenses 86% 85% 85%
Fundraising Expense/Contributed Revenue 39% 33% 93%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $1,081,400 $1,239,461 $1,034,253
Current Assets $677,197 $809,660 $587,252
Long-Term Liabilities $0 $0 $0
Current Liabilities $281,999 $342,960 $258,550
Total Net Assets $799,401 $896,501 $775,703

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
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 Yes
How many months does reserve cover? 3.00

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 2.40 2.36 2.27

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in charts and graphs are per the organization's audited financials.  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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