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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: 01/15/2017
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 1 million 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 1 million 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 »

  • ArtsBoston Audience Initiative (AAI)
  • ArtsBoston.org and Social Media
  • BosTix and Collaborative Promotions
  • Professional Development and Technical Assistance
  • The Arts Factor

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Overview

Mission Statement

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 1 million 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 as a game-changing resource for the arts sector.

2) New Board members that can open doors to such stakeholders, and help us build a broader base of support to include more individual donors.

3) Matching funds for a grant from the Massachusetts Cultural Facilities Fund ($30,000) to complete a facilities renovation plan and test new strategies for activating the ArtsBoston booths at Faneuil Hall Marketplace and Copley Square as dynamic locations for innovative experiential activities that connect people and the arts.

4) Capacity-building funds to hire a full-time Development Manager who will support the Executive Director’s work to build strategic relationships with donors.

5) Project funding to pilot the new Audience Lab ($125,000 over two years), a cohort-based program designed to use data from the ArtsBoston Audience Initiative to inform outreach experiments in audience diversification and retention that can serve as models for the field.


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

ArtsBoston Audience Initiative (AAI)

The ArtsBoston Audience Initiative (AAI), launched in 2012, uses data as the engine to build the capacity of arts groups to reach out to audiences collectively and individually. Through training, technical assistance, and cohort-based applied learning, the AAI leverages a database of 1.5 million unique arts-going households to help participating arts groups understand current audiences, identify potential ones (including more diverse and younger ticket buyers), and deepen relationships with existing patrons. Our goal is to activate the community to use cultural data to realize bottom-line impact on audience composition and earned revenues for sustainable change. The new pilot Audience Lab will use the AAI as the foundation for innovative, cohort-based approaches that use cultural data to inform, test, and evaluate experiments in audience diversification and retention.

Budget  $150,000.00
Category  Arts, Culture & Humanities, General/Other
Population Served US Adults Minorities
Program Short-Term Success 
  • 56 organizations are currently participating, 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.
  • Research and analysis drawn from the ArtsBoston Audience Initiative, particularly regarding the gap between Boston’s demographics and Boston’s arts audiences, has been shared with key stakeholders and arts leaders, and is providing context for the current Boston Creates cultural planning process.
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.
  • The ArtsBoston Audience Initiative will inform not only audience development efforts, but also strategic advocacy for the sector through close alignment with the work of MASSCreative and others.
  • The AAI and ArtsBoston will create 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 (development and engagement of Cultural Data Action Network)

  • 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.”



ArtsBoston.org and Social Media

Significant annual increases in engagement in ArtsBoston’s social media and email platforms are shaping the next generation of ArtsBoston’s digital strategy. ArtsBoston is launching a newly redesigned organizational website at ArtsBoston.org to emphasize new positioning and programs, sharpen our social media capacity, improve the customer experience, and provide a home for more useful, actionable content for the field. Enhancements will include research from the Audience Initiative and The Arts Factor, webinars, training videos, a professional development calendar for artists and arts administrators, and other resources for arts groups and community partners. Consumers will enjoy a redesigned ArtsBoston Calendar, the most comprehensive listing of cultural events in our region, and streamlined BosTix deals (see below) available online in advance and, for the first time, on day of show.
Budget  $400,000.00
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 (technical assistance materials, research downloads, webinars and downloadable training materials)
Examples of Program Success 
  • +40% Facebook Likes, +21% Twitter followers, + 31% email subscribers in 2015 alone
  • 50,000 unique monthly visitors to ArtsBoston.org Calendar
  • 3,000 presenters/producers of cultural events using the Calendar for listings

BosTix and Collaborative Promotions

To better serve arts organizations and consumers in the new on-demand marketplace, ArtsBoston is reimagining its BosTix discounting ticketing program, which since 1978 has helped millions of people experience the arts for less across the Greater Boston region, while also generating much-needed revenues and providing affordable, high-profile visibility for ArtsBoston’s member groups. Today, online BosTix deals and our iconic booths at Faneuil Hall Marketplace and Copley Square function not only as gateways to arts experiences for tens of thousands of people and serve as the platform for collaborative promotions like Mayor’s Holiday, offered in partnership with the City of Boston and Greater Boston Convention and Visitors Bureau. By combining affordability, collective visibility, in-kind media support, and unified messaging, ArtsBoston’s promotions act as an impact multiplier for outreach that arts groups are doing on their own.
Budget  $1,400,000.00
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
Program Short-Term Success 
  • To strengthen the ability of smaller organizations to get their message to a large audience, including both residents and the hard-to-reach tourist market.
  • To make unique arts experiences more affordable, especially for families and low-income residents, by providing an easy-to-access resource for half-price tickets.
  • To generate revenues for arts organizations by selling tickets that might otherwise go unsold.
  • To provide targeted marketing and advertising to likely arts buyers, either through online advertising or poster displays at the Faneuil Hall and Copley Square booths.
  • To serve as a cultural economic engine during important revenue-driving seasons for the sector, including the holidays and the summer.
Program Long-Term Success 
  • BosTix platforms are valued not just for tickets they sell, but experiences they help to make possible.
  • Promotional partnerships expand arts participation and serve as a gateway into lifelong arts participation by diverse audiences.
 
Program Success Monitored By 
  • Discount ticket distribution metrics (# tickets sold, revenues returned to groups)
  • Promotional participation metrics (# of participating organizations, events available, revenues generated for arts groups)
  • Leveraged visibility metrics (value of in-kind media/marketing support; # of promotional partners; media coverage and promotional placement)
  • Engagement metrics (feedback from arts organizations and consumers via surveys and other data-collection methods)
Examples of Program Success 
  • In 2014, Mayor’s Holiday helped Urban Nutcracker, a performance of Tony Williams Dance Center in Jamaica Plain, sell 1,439 half-price tickets to its performances at John Hancock Hall, generating $34,000 in revenues. That is growth of almost 200% in attendance and 500% in revenues through half-price sales over two years, not accounting for any additional impact on driving full price customers directly to the Urban Nutcracker box office. Mr. Williams calls Mayor’s Holiday a “a game changer, generating revenues that impact mission-driven work year round.”
  • In 2015, ArtsBoston convened a new coalition of producers/presenters of arts programming and festivals during the summer months, creating a cross-promotional and shared learning work group that created ArtsBoston’s first Summer Arts Guide. ArtsBoston also provided the network with a marketing toolkit to cross-promote the guide and other organizations’ event through social media and other easy-to-use platforms.

Professional Development and Technical Assistance

ArtsBoston is evolving services to empower arts groups and build their knowledge base and capacity for change and experimentation. This not only includes the small group trainings and cohort-based work that is the backbone of the Audience Initiative, but also larger scale professional development workshops that bring national experts to Boston. Kim Dawson of Actors’ Shakespeare Project explained why these workshops are so valuable to a smaller organization like hers: “I can’t afford to hire (NYC-based digital media guru) Erik Gensler from Capacity Interactive to help with our digital marketing plan, but I can benefit from his knowledge because ArtsBoston brought him here for a workshop.” ArtsBoston is working to establish coalitions that will encourage greater alignment in activities among arts service organizations, so that we can do a better job of providing our sector with the professional development services they need in a way that is streamlined and accessible.
Budget  $125,000.00
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.
  • 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 
  • 2015 Capacity Interactive workshop welcomed nationally known digital marketing expert Erik Gensler to Boston. More than 50 people attended the event. Several attendees found the workshop so helpful that they registered for Gensler’s annual Digital Media Boot Camp in New York City, highly regarded by the field as a resource for best practices in digital marketing and social media strategy.


The Arts Factor

In June 2014, ArtsBoston launched THE ARTS FACTOR, Greater Boston’s first effort to quantify cultural impact and create a common case for support using never-before-released data from the Massachusetts Cultural Data Project. Featuring easy-to-share data points and infographics, the 2014 Arts Factor Report included research and case studies highlighting the role of arts and culture in the region’s civic identity, economic vitality, reputation for innovation, and community transformations. In 2016, ArtsBoston will extend our research with the first Holiday Arts Factor Report, highlighting the important impact of the arts during the year-end holidays.

Budget  $50,000.00
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
Program Short-Term Success 
  • Data from The Arts Factor is regularly referenced by arts supporters and the media when making arguments about the cross-cutting value of arts and culture.
  • The Arts Factor has been embraced by the sector as a powerful tool for casemaking and advocacy, including being distributed to legislators by MASSCreative, the state’s arts advocacy agency.
  • The framework of The Arts Factor (identify, vitality, innovation, transformation) is being used by the Massachusetts Cultural Council for similar cultural impact studies for other regions of the Commonwealth, and will shape upcoming research from ArtsBoston into the impact of arts and culture during the important holiday arts season.
Program Long-Term Success 
  • Regular updates to The Arts Factor will ensure that the arts and cultural community is at the table when important decisions about investment, development, and other urban priorities are being made.
  • Increased knowledge of impact from The Arts Factor will be credited with generating increased support for the arts sector from elected officials, business leaders, and other stakeholders.
Program Success Monitored By 
  • Report distribution metrics (printed copies, digital downloads, infographic download)
  • Associated social media metrics (#ArtsData, #BosArts)
  • Media mentions (Boston Globe editorials, etc.
  • Framework duplication (adoption in other communities locally and nationally)
Examples of Program Success 
  • Coverage of The Arts Factor research in non-arts-focused media (Globe Business section, NECN This Week in Business)
  • 1,500+ hard copies of The Arts Factor report distributed to the public
  • Hundreds of digital downloads of The Arts Factor report
  • Extensive use of #ArtsData on Facebook or Twitter in 12 month period following report release

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 is a member of the Executive Committee and the Chair of the Communication and Advocacy Committee of the Board of Directors 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 City of Boston Mayor’s Office of 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 to connect our membership networks to advocacy efforts. ArtsBoston and Mass Voter Table are collaborating with seven mid-sized arts groups on the Audience Diversification Pilot Project, funded by the Barr and Klarman Family Foundations, to use participation data and predictive modeling to reach audiences of color.

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 12
Number of Contract Staff 2
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: --
Caucasian: 5
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 4
Male: 3
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
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

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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 2017
Board Co-Chair Mr. Will Stansbury
Board Co-Chair Company Affiliation RoundCorner Technology
Board Co-Chair Term Dec 2016 - Dec 2017

Board Members

Name Company Affiliations Status
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
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: 1
Asian American/Pacific Islander: 0
Caucasian: 5
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 4
Male: 3
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
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 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $2,530,036 $2,468,003 $2,245,840
Total Expenses $2,409,238 $2,614,841 $2,460,321

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $56,100 $64,500 $43,000
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $56,100 $64,500 $43,000
Individual Contributions $496,620 $138,737 $173,714
Indirect Public Support -- -- --
Earned Revenue $1,455,059 $1,605,543 $1,503,671
Investment Income, Net of Losses $10,313 $8,505 $17,301
Membership Dues $97,500 $126,209 $107,059
Special Events -- -- --
Revenue In-Kind $414,444 $524,509 $359,142
Other -- -- $41,953

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $2,052,115 $2,215,085 $2,034,569
Administration Expense $176,692 $211,375 $244,908
Fundraising Expense $180,431 $188,381 $180,844
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.05 0.94 0.91
Program Expense/Total Expenses 85% 85% 83%
Fundraising Expense/Contributed Revenue 33% 93% 83%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $1,239,461 $1,034,253 $1,159,744
Current Assets $809,660 $587,252 $676,325
Long-Term Liabilities $0 $0 $0
Current Liabilities $342,960 $258,550 $237,203
Total Net Assets $896,501 $775,703 $922,541

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund 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 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 2.36 2.27 2.85

Long Term Solvency

Fiscal Year 2015 2014 2013
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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