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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
[email protected]
Catherine Peterson
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INCORPORATED: 1975
 Printable Profile (Summary / Full)
EIN 04-2563054

LAST UPDATED: 08/06/2018
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 Greater Boston’s largest arts service organization, with a mission to support and grow the cultural sector of Greater Boston. ArtsBoston’s award-winning programs reach 750,000 arts consumers and thousands of organizations that produce and present arts and cultural activities, especially our 175 members arts groups. ArtsBoston provides research and audience-building programs to build sector capacity, foster diverse participation in arts and culture, and demonstrate the sector’s positive economic and social impact. In 2015, ArtsBoston received our second Massachusetts Cultural Council Commonwealth Award, the state’s highest honor in the arts and humanities, for its leadership to the field, and our innovative programs have been celebrated among the “20 Best New Bright Ideas” and “Game Changers” by The Boston Globe.

Mission Statement

ArtsBoston, founded in 1975, is Greater Boston’s largest arts service organization, with a mission to support and grow the cultural sector of Greater Boston. ArtsBoston’s award-winning programs reach 750,000 arts consumers and thousands of organizations that produce and present arts and cultural activities, especially our 175 members arts groups. ArtsBoston provides research and audience-building programs to build sector capacity, foster diverse participation in arts and culture, and demonstrate the sector’s positive economic and social impact. In 2015, ArtsBoston received our second Massachusetts Cultural Council Commonwealth Award, the state’s highest honor in the arts and humanities, for its leadership to the field, and our innovative programs have been celebrated among the “20 Best New Bright Ideas” and “Game Changers” by The Boston Globe.

FinancialsMORE »

Fiscal Year Sept 01, 2017 to Aug 31, 2018
Projected Income $2,246,337.00
Projected Expense $2,244,938.00

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 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Overview

Mission Statement

ArtsBoston, founded in 1975, is Greater Boston’s largest arts service organization, with a mission to support and grow the cultural sector of Greater Boston. ArtsBoston’s award-winning programs reach 750,000 arts consumers and thousands of organizations that produce and present arts and cultural activities, especially our 175 members arts groups. ArtsBoston provides research and audience-building programs to build sector capacity, foster diverse participation in arts and culture, and demonstrate the sector’s positive economic and social impact. In 2015, ArtsBoston received our second Massachusetts Cultural Council Commonwealth Award, the state’s highest honor in the arts and humanities, for its leadership to the field, and our innovative programs have been celebrated among the “20 Best New Bright Ideas” and “Game Changers” by The Boston Globe.

Background Statement

Founded in 1975 to launch the first half-price ticket booth outside of New York City, ArtsBoston has evolved to meet the changing needs of arts groups and arts audiences. This includes an institutional commitment to addressing issues of equity, diversity, and inclusion in the cultural sector, establishing programs like the Audience Lab, focusing on building audiences of color; the Network for Arts Administrators of Color to support a more diverse workforce in the field; and an Equity, Diversity, and Inclusion Workshop Series, to help arts organizations build their internal capacity to foster positive change across all areas of their operations. These initiatives complement and leverage programs such as the ArtsBoston Audience Initiative, which uses data to deepen audience engagement and retention, as well as the online ArtsBoston Calendar, BosTix discount tickets, collaborative community promotions like Mayor’s Holiday Special, and cultural impact data from The Arts Factor.

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:

  • Expanded capacity building programs focused on issues of equity, diversity, and inclusion, growing our Network for Arts Administrators of Color to more than 270 members,and sponsoring six convenings focused on empowering people of color within the sector and providing tools to drive change at the organization and sector level.
  • Launched the Audience Lab, a cohort-based innovation initiative that is using predictive modelling to identify and engage potential audiences of color, borrowing cross-sector best practices from the realm of issue-oriented politics.
  • Undertook a major strategic planning process designed to shape the organization’s work for the next three years, conducting more than 40 interviews, focus groups with both member and non-member organizations, and a wide-ranging environmental assessment.

Priorities for the next year include:

  • Building the Network for Arts Administrators of Color to respond to the three well-received community panels focused on racial equality in arts leadership convened by the Network this year. This will include launching a new Sponsorship and Mentorship Program.
  • Complete a program evaluation and share learnings from the Audience Lab with Boston and beyond (including presentations at the National Arts Marketing Project and Association of Performing Arts Service Organizations conference, among other convenings), with a goal of designing the next iteration of this groundbreaking program.
  • Refresh The Arts Factor cultural impact report. First released in 2014, The Arts Factor is a valuable advocacy tool that quantifies the sector’s impact on the Greater Boston region’s identity, vitality, innovative spirit, and community transformation. The update will feature both new data and an expanded digital footprint.

Needs Statement

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

  • To build new, cross-sector partnerships in support of the priorities outlined in our new strategic plan, particularly those associated with building equity, diversity, and inclusion in the field.
  • Volunteers from those partnerships to participate in programming (workshops, panels, Sponsor/Mentor Program) that will inform action.
  • New Board members that can open doors to a wider circle of stakeholders and expand our base of support.
  • Access to new platforms (articles, blogs, presentations, conferences) to share knowledge and best practices regarding adaptive change in arts community.
  • Innovation capital to invest in programs and services focused on long-range, systemic change that are unlikely to generate earned revenues but critical to the continued impact of the sector.

CEO Statement

Unlike most arts service organizations, ArtsBoston’s programs cross all disciplines, and work in both the producer and consumer side of the arts marketplace. At every stage of our organizational growth over the last 40 years, we have embraced innovation and collaborative action to improve arts accessibility and affordability for all. Today, we recognize that the forefront of that ongoing effort is centered in creating a more diverse, more equitable cultural sector. As ArtsBoston develops a new strategic plan, we are reimagining our primary areas of service—professional development, networking opportunities and small group trainings, collaborative marketing—and reframing them with diversity and inclusion as core values.

In launching this work, we have already seen a positive impact. The Network for Arts Administrators of Color is creating a social and professional home for talented leaders of color. Imani Wilson, Manager of Academic & School Programs at Berklee College of Music, told us: “I had a difficult transition to Boston and found the environment incredibly alienating until my first Network meeting gave me some hope that I might survive being here.” Todd McNeel, Media and PR Manager at the Longy School of Music, credits his participation in the Network as an important contributor to his professional growth: “The Network provided resources, support, and visibility, which have given me access, exposure, and the confidence to pursue opportunities that I might not have known about or gone for in the past.” In the next year we will add a Sponsorship and Mentorship component to the Network’s offerings, helping established professionals activate their power and access on behalf of those who aspire to leadership.

These programs also have an impact at the institutional level. “The robust Directory providing both contact information and photos disrupts the narrative and proves that there are in fact many arts administrators of color already working in the field,” says Network founder Vicky George. An attendee at our EDI training with artEquity’s Carmen Morgan observed: “I’ve struggled with how to disrupt the status quo in our organization. This workshop gave me time to focus, language to use, space to work with my discomfort, and an action plan with great follow-up resources.”

The change that ArtsBoston seeks will take a long time, requiring both a sustained commitment and recognition of the value of incremental steps. We are proud to celebrate our victories and build on early success and look forward to the next stages of impact.


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)

Under Development

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 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 
  • 33,814 Facebook fans, 16,000 Twitter followers, 6,686 Instagram followers, 58,720 email subscribers in 2018
  • 52,000 unique monthly visitors to ArtsBoston.org Calendar
  • 3,250 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 Audience Lab is using cohort-based action learning and predictive modeling to identify and engage audiences of color. 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 Arts Factor, which will be updated in 2018, is Boston’s first cultural impact report presenting case studies along with data from Massachusetts DataArts 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 

· Created pathways for organizations to work together to collaborate around data to diversify audiences, activated by customized demographic reports to provide baseline participation data, through the Audience Lab.

· Conducted qualitative research in partnership with Third Eye Cultural Collaborative to better understand barriers and motivations for audiences of color as part of the Audience Lab.

· Presented learnings and innovations from the Audience Lab and the Network for Arts Administrators of Color (which emerged from it) to national audiences at the Association of Performing Arts Service Organizations conference and National Arts Marketing Project conference.

· Deepened partnership with Mass Voter Table, a key Audience Lab partner, to explore cross-sector intersections for advocacy and engagement of larger arts community.

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)

  • Qualitative insights from environmental and market research

  • 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 
  • Grace Geller, Director of Marketing and Communications for American Repertory Theater, credits the Audience Lab as a transformative experience for her organization as it strives to engage audiences of color: “It’s been such an amazing example of cohort learning and I feel I can confidently say that it has changed A.R.T.’s marketing priorities and advertising spends.”
  • Huntington Theatre Company has used the Audience Initiative to monitor the impact of its Community Membership Initiative, which offers $20 tickets to clients of local social service and community agencies, on audience diversity. Temple Gill, the Huntington’s Director of Public Affairs and Community Engagement, says: “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. 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 Network for Arts Administrators of Color providing monthly social meetings, panels, 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 have offered a series of events addressing topics of equity, diversity, and inclusion (EDI), including with a well-received workshop 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 to 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.
  • Hosted workshops with highly skilled experts in a low-cost setting to reduce 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 are more inclusive. They display an increased awareness of and willingness to change exclusionary practices that have negatively impacted equity, diversity, and inclusion in the sector.

· 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 
  • 99% of Network for Arts Administrators of Color members would are “likely” or “very likely” to recommend participation to a peer. As one members said: “It can feel isolating as a person of color working in a majority white industry. Participating in NAAC provides much needed community, networking, support and encouragement for art administrators of color which builds our confidence, skills and helps us achieve our goals. The result is a more equitable and diverse professional landscape that benefits all who are a part.”
  • More than 500 people attend ArtsBoston workshops and networking events during 2017-18.

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Catherine Peterson
CEO Term Start Dec 1997
CEO Email [email protected]
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 175 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 and Culture; 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 7
Number of Part Time Staff 12
Number of Volunteers 9
Number of Contract Staff 2
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 3
Asian American/Pacific Islander: 1
Caucasian: 15
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 13
Male: 7
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
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

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. John Wolfarth
Board Chair Company Affiliation MullenLowe
Board Chair Term Dec 2016 - Dec 2018
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
Ms. Anna Fitzloff American Repertory Theater Voting
Ms. Sarah Lee Slover-Linnet Audience Research Voting
Ms. Christine Letts Harvard Kennedy School Voting
Mr. Tivon Marcus Broadway in Boston Voting
Ms. Sa’adiyah Masoud Nutter McClennen & Fish Voting
Ms. Leah Palone Boston Magazine Voting
Mr. David Spector Bank of America 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: 1
Asian American/Pacific Islander: 1
Caucasian: 7
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 100%
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 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $2,621,010 $2,274,638 $2,530,036
Total Expenses $2,099,597 $2,371,738 $2,409,238

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $92,500 $121,200 $56,100
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $92,500 $121,200 $56,100
Individual Contributions $839,104 $316,397 $496,620
Indirect Public Support -- -- --
Earned Revenue $1,220,904 $1,282,958 $1,455,059
Investment Income, Net of Losses $5,382 $6,459 $10,313
Membership Dues $134,073 $136,648 $97,500
Special Events -- -- --
Revenue In-Kind $329,047 $410,976 $414,444
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $1,777,588 $2,029,037 $2,052,115
Administration Expense $134,296 $173,740 $176,692
Fundraising Expense $187,713 $168,961 $180,431
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.25 0.96 1.05
Program Expense/Total Expenses 85% 86% 85%
Fundraising Expense/Contributed Revenue 20% 39% 33%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $1,610,714 $1,081,400 $1,239,461
Current Assets $1,248,830 $677,197 $809,660
Long-Term Liabilities $0 $0 $0
Current Liabilities $289,900 $281,999 $342,960
Total Net Assets $1,320,814 $799,401 $896,501

Prior Three Years Top Three Funding Sources

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

Financial Planning

Endowment Value --
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 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 4.31 2.40 2.36

Long Term Solvency

Fiscal Year 2017 2016 2015
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?

ArtsBoston is in the process of completing a new strategic plan for approval in Fall 2018. This new plan will inform responses to the questions in this section.

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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