Share |

MassArt - Massachusetts College of Art and Design Foundation, Inc.

 621 Huntington Avenue
 Boston, MA 02115
[P] (617) 879-7022
[F] (617) 879-7010
Marjorie O'Malley
Facebook Twitter
 Printable Profile (Summary / Full)
EIN 04-2742359

LAST UPDATED: 10/27/2017
Organization DBA MassArt Foundation
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes



Mission StatementMORE »

Massachusetts College of Art and Design (MassArt) is a public, independent college of art and design. The college prepares students from diverse backgrounds to participate in the creative economy as artists, designers, and educators, and to engage in the well-being of their society.
The mission of the MassArt Foundation is to provide scholarships and awards to the students of Massachusetts College of Art and Design, and funding for educational and community programs and exhibitions.

Mission Statement

Massachusetts College of Art and Design (MassArt) is a public, independent college of art and design. The college prepares students from diverse backgrounds to participate in the creative economy as artists, designers, and educators, and to engage in the well-being of their society.
The mission of the MassArt Foundation is to provide scholarships and awards to the students of Massachusetts College of Art and Design, and funding for educational and community programs and exhibitions.

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $75,778,491.00
Projected Expense $75,268,388.00

ProgramsMORE »

  • Artward Bound
  • Gallery Education
  • Renovation of Bakalar & Paine Galleries
  • Scholarships
  • Youth Scholarships

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.


Mission Statement

Massachusetts College of Art and Design (MassArt) is a public, independent college of art and design. The college prepares students from diverse backgrounds to participate in the creative economy as artists, designers, and educators, and to engage in the well-being of their society.
The mission of the MassArt Foundation is to provide scholarships and awards to the students of Massachusetts College of Art and Design, and funding for educational and community programs and exhibitions.

Background Statement

MassArt's twin goals of excellence and access drive its programming and student and community services. The college strives to serve community members of all ages from preschool to college-age and beyond. MassArt offers an excellent and relevant education for motivated artists and designers regardless of their ability to pay; the college's focus on scholarships ensures that students of all backgrounds are granted access to MassArt's services and opportunities. The college's many youth and community programs provide access to relevant contemporary art to every member of its neighboring communities and beyond.
MassArt prides itself on being a porous campus, with many different entry points for the public, and its students, to engage with dynamic and timely contemporary art and design. Its location in the Fenway Cultural District is ideal for community engagement in its many programs serving all neighborhoods surrounding its compact campus and beyond. The college has a diverse student body of over 2,200 full and part-time students and 20,000 alumni.
MassArt offers a comprehensive range of professional degrees in art and design along with continuing education and certificate programs. Undergraduates choose from 22 concentrations in fine arts, design, media, art education and art history; the offerings are complemented by a broad liberal arts curriculum. MassArt has built strong relationships that allow the College to provide access to the arts focus on the entire education spectrum, from elementary school to college to career.
The three primary means by which MassArt engages with the community, and the Boston Public Schools in particular, are:
1) Youth Programs, a continuum of seven affordable programs for students in grades 4 through 12 during the school year, school vacation weeks, and over the summer. Youth Programs attract approximately 750 students annually to explore different media and build portfolios.
2) The Center for Art and Community Partnerships, which matches MassArt faculty, students, staff, and alumni who want to engage in community-based projects with neighborhood organizations, schools, corporations, and institutions to create mutually-beneficial, sustainable partnerships in art and design; and
3) The Bakalar & Paine Galleries, the largest free contemporary art space in New England and all accompanying Gallery Education programs for the Boston Public Schools and the community.

Impact Statement

The Trustees unanimously approved the MassArt Strategic Plan 2015-2020 last fall and a first year work plan, consisting of six goals for FY15:

  1. Diversity: Re-establish programming and dialogue on campus reflective of our values and mission statement.

  2. External Visibility: Increase our visibility within the community and government.

  3. Partnership Plan Renewal with the Commonwealth

  4. Design and Media Center: Develop an academic program and management plan in cooperation with the faculty.

  5. Galleries Transformation: Complete the study phase of the Bakalar and Paine Galleries and establish a firm commitment to the capital campaign that will support it.

  6. Invigorate MassArt Pride: Re-connect the college community to the reasons why we all study at, work at, and love MassArt.

Opened in spring 2016, MassArt’s 40,000 square foot Design and Media Center is the new front entrance to the College as well as a central artery to adjacent buildings. The $40.4 million project, designed Ennead Architects, knits together new pathways for collaboration, creativity, and community-building, enabling people to move more freely between buildings, departments, and disciplines. New studio and classroom spaces provide a flexible framework to support contemporary interdisciplinary practices and teaching methods in the areas of design (industrial design, animation, graphic design, fashion design, illustration, and architecture) and media (film, video, and photography.) The Center, designed and built to meet LEED Silver certification, facilitates collaboration and cross-disciplinary study and provides a gathering place for external organizations and members of the community.

MassArt received the prestigious 2015 Community Engagement Classification by the Carnegie Foundation for the Advancement of Teaching, in recognition of the College’s dedication to community through public programming and curricular opportunities.


Needs Statement

Scholarships: Unrestricted dollars for undergraduate and graduate scholarships at MassArt. 84% of MassArt students receive some form of financial aid.

Renovation of Bakalar & Paine Galleries: MassArt's professional galleries are the largest free contemporary art space in New England, yet they remain a hidden treasure without the access and visibility they deserve. A capital campaign is underway for their long overdue renovation.

Youth scholarships: MassArt youth programs serve approximately 5,000 young people year round and are potential pathways to college. On any given day, 30-100 youth can be found at MassArt, many enrolled in programs provided free of charge or at low cost.

Gallery Education: All Gallery Education programs, such as Family Day and Looking to Learn, are free and open to the public and serve as the portal that welcomes the community to campus.

The Center for Art and Community Partnerships (CACP): CACP matches MassArt faculty, students, staff, & alumni who participate in community-based projects with neighborhood organizations, schools, corporations, and institutions to create mutually-beneficial, sustainable partnerships. The Center uses art as a catalyzing force for citizens to act creatively together.

CEO Statement

Board Chair Statement


Geographic Area Served

City of Boston- Citywide (Indiv. neighborhoods also listed)
City of Boston- Allston/ Brighton
City of Boston- Back Bay
City of Boston- Beacon Hill/ West End
City of Boston- Charlestown
City of Boston- Chinatown/ Leather District
City of Boston- North Dorchester
City of Boston- South Dorchester
City of Boston- Downtown
City of Boston- East Boston
City of Boston- Fenway/ Kenmore
City of Boston- Hyde Park
City of Boston- Jamaica Plain
City of Boston- Mattapan
City of Boston- Mission Hill
City of Boston- North End
City of Boston- Roslindale
City of Boston- Roxbury
City of Boston- South Boston
City of Boston- South End/Bay Village
City of Boston- Harbor Islands
City of Boston- West Roxbury

70% of MassArt undergraduates are residents of Massachusetts. 19% are from New England. 11% are from outside New England. 15% of MassArt graduate students are international.

Organization Categories

  1. Education - Higher Education
  2. Arts,Culture & Humanities -
  3. -

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



Artward Bound

Artward Bound is MassArt's free, four-year college access program for first generation college students at Boston Public high schools.
There is widespread recognition that low-income neighborhoods and schools often lack equal access to arts education and cultural institutions, leading to a distinct underrepresentation of people of color in arts-based colleges and art/design professions. At MassArt, Boston Public School graduates make up only 2% of undergraduates. Artward Bound was established in 2011 following the recognition that MassArt had few students matriculating from the Boston Public Schools; that MassArt’s youth programs were diverse at the lower grades, but less so as students aged; and that there is a pressing need for art and design schools and professions to be representative of the diversity of the world in which we live. Pathways from BPS are challenging because there are few sequential arts classes at the high school level, putting students at a disadvantage when applying to post-secondary art schools.
Artward Bound seeks to address this by providing sequential arts learning throughout the four year journey coupled with small class sizes, regular mentorship from current MassArt students, community building and leadership development opportunities that prepare students for success and advocacy in college. Artward Bound has a partnership with the Academic Compass program, which supports first-generation college students, aiding students in their first year and beyond. This means that the program, and the school, builds meaningful relationships with them over eight full years. Artward Bound is woven into the fabric of the institution by both connecting participants to the myriad of programs, classes, and opportunities here and by welcoming students’ voices as active members of the community.
Budget  $485,000.00
Category  Arts, Culture & Humanities, General/Other Museums
Population Served Adolescents Only (13-19 years) College Aged (18-26 years)
Program Short-Term Success 
Short-Term Program Goals
1. Students’ demonstration of the following: basic/intermediate technical art making skills in traditional and technology-based media; fundamental study skills; emerging ability to engage in self-reflection and participate in critiques; improved/improving academic performance; comfort on a college campus and an expectation to attain post-secondary education; participation in some form of community service activity in the arts.
2. Artward Bound students acquire real-world experience in visual arts disciplines, as evidenced by substantive critiques and end of term exhibitions.
3. Students and their parents/caretakers gain an appreciation for the wide range of disciplines in art/design fields, an understanding of how visual arts study can help build skills in other areas, and deepen their knowledge of viable careers in art and design fields.
4. Students graduate from high school and attend a 4-year college, preferably art/design focused.
Program Long-Term Success 
Long-Term Program Goals
1. The program attains fiscal stability; community partnerships are strong and sustained.
2. The following can be achieved: disparities in the college-going rates of underrepresented high school graduates are reduced, college graduation and success rates for students from disadvantaged communities are increased, and the elimination of disparities in the workforce has ultimately been addressed.
3. The program has a social justice component and highlights the importance of global citizenry. Students build an awareness of local and global issues related to place and place-making, social/political history and the role of the artist.
Program Success Monitored By 

Artward Bound's ultimate goal is for 100% of the participants to graduate from high school and continue on to college, preferably one focused on art and design.

Specific tools used to measure student success include:

• Portfolios that show progression in student work.

• Written and oral artist reflections that describe process, show an understanding of an individual’s own art preferences, and use new vocabulary.

• Written pieces about other works of art using new vocabulary that show the ability to look closely at an art work and refine observational skills, while recognizing different preferences in art.

• Critiques that demonstrate students’ understanding and sharing of personal ideas in art and as well as their engagement in dialogue about differing approaches.

• Written and videotaped pre- and post-year assessments where students reflect on process and their level of effort toward different aspects of a project. Post-semester discussions with students, parents, and program leaders reflecting on the soft skills and artistic skills reflected in the body of work created over the semester.

• Students’ academic report cards.

Artward Bound engages professional evaluators each year to determine the program's progress. Evaluators use a combination of statistical and observational/interview approaches. Each year of evaluation, 12-15 interviews and observations of each cohort are conducted, as well as observations of opening programs and/or final programs and exhibitions.

Examples of Program Success 
Artward Bound engaged a total of 34 participants in the 2016-17 academic year (July 2016-May 2017).

Artward Bound graduated ten seniors in 2017, all of whom are continuing on to four-year colleges (four at MassArt). The ability to “see themselves” attending college is a key concept for AB students beginning in ninth grade and a guiding principle of the program from enrollment to high school graduation. The Artward Bound entrance application is based on the MassArt application, setting a rigorous standard from the beginning. Program participants who graduate and want to matriculate at MassArt are up against other applicants who have had regular access to arts education and instruction and portfolio preparation. Artward Bound is designed to fill the gap between students’ lack of opportunities at their home high school and what is needed to be competitive as a MassArt applicant. With an overarching program goal to diversify the fields of art and design (mirroring MassArt’s mission), Artward Bound recognizes that this cannot be achieved without a degree in art and design, and participants must be competitive to realize that goal. Furthermore, a degree will allow students to achieve financial goals and lift themselves out of poverty.

Gallery Education

As part of the Bakalar & Paine Galleries, Gallery Education was created
in 2009 out of the belief that the visual arts unite and deepen the human experience, and enliven and illuminate other subject areas. All Gallery Education programs, such as Family Day and Looking to Learn, are free and open to the public and serve as the portal that welcomes the community to campus.

Budget  --
Category  Arts, Culture & Humanities, General/Other Museum Education
Population Served College Aged (18-26 years) Children and Youth (0 - 19 years) General/Unspecified
Program Short-Term Success 

Twice yearly, the Galleries host Family Day, a free event featuring art making and guided conversation. Uniquely, Family Day is planned and run with MassArt’s Art Education students. This project is a rich learning experience for tomorrow’s educators as well as for today’s youth.

Looking to Learn (L2L) is an innovative program called a “national model” by museum educators. Expanding arts access for Boston Public Schools, L2L combines classroom and gallery experiences over multiple visits and also provides pre-professional training for 1-3 promising MassArt students each semester.

Program Long-Term Success 

A planned learning center in the Bakalar & Paine Gallerieswill
help expand arts access for Boston youthby offering youth
opportunities to experiment creatively with current technology, exploring ideas inspired by contemporary art with the help of skilled mentors in a
collaborative community. In addition to serving Artward Bound and other MassArt youth programs participants, the center will offer open hours for other youth to drop in on their own and through organized groups. MassArt’s many established community partnerships, such as
those with Sociedad Latina and the Boston Public Schools, will serve as
starting points for developing this audience. At least eight middle and high
schools that MassArt already has relationships with are within walking distance of MassArt.

Program Success Monitored By  --
Examples of Program Success 

Gallery Education has been a key stakeholder in the Boston Public Schools’ efforts to expand and strengthen school-based arts instruction. Programs such as Looking to Learn impact a large cross-section of BPS students through direct teaching in the schools and on MassArt’s campus. Gallery Educators on staff also provide professional development for BPS teachers, and substantial pre-professional training for approximately 70 Art Education students per year.

Renovation of Bakalar & Paine Galleries


The Bakalar & Paine Galleries are the largest free contemporary art space in New England, and a fundamental part of MassArt’s education of artists, designers, and art educators. The Galleries are also a vital cultural resource for the local and regional community, located at the heart of a diverse residential area brimming with world-renown arts, medical, and educational institutions. Located on Boston’s Avenue of the Arts (Huntington Avenue), the Galleries have showcased emerging and established contemporary artists and designers in all media from around the world for over 20 years.

The Bakalar & Paine Galleries present museum quality work in facilities that cannot sustain MassArt’s ambitious programming. Located in a 1907 building that has no climate or humidity control, elevator or support space for its education and preparatory areas, MassArt nevertheless exhibits some of the most cutting edge and provocative exhibitions in Boston. Perhaps most exciting, this project will create a new, visible, welcoming entrance leading directly to the galleries. The current building entrance is difficult to find and once inside, visitors navigate winding hallways to find the galleries’ entrance. To augment the new entrance, a new plaza will be created to enhance the look and feel of the Avenue of the Arts. This space will complement the award winning landscape created across the street at MassArt’s new 20-story ‘Treehouse’ residence hall.

Budget  12,000,000
Category  Arts, Culture & Humanities, General/Other Museums
Population Served K-12 (5-19 years) College Aged (18-26 years) Adults
Program Short-Term Success 

The first floor will host a new Preparator’s Suite including a workshop, office and art receiving area. An elevator will be installed making the entire space ADA compliant and eliminating the unsafe practice of unloading art on Huntington Avenue. Instead, a receiving dock created in the back of the building will provide a safe and professional art handling space.

A new exhibition preparation room, student gathering space and gallery education rooms will be created on the second floor. Currently staff offices are hidden and accessed by ringing a doorbell. When completed, new curatorial staff space will be encased in glass on the third floor overlooking the exhibitions ensuring literal and figurative transparency for visitors. Also on the third floor, an exhibition overlook will be created based on positive feedback from visitors who enjoy viewing exhibitions from above. Less visible but of the utmost importance, a new heating and cooling system will be installed allowing the galleries to be open throughout the summer and accept art sensitive to light and variations in temperature and humidity. The installation of vital fire safety improvements will make the space safe for all.
Program Long-Term Success 

MassArt is transforming the landscape of the Avenue of the Arts (Huntington Avenue) holistically with its recent building of the new residence hall (the “Treehouse”) as well as the Design and Media Center, opened in January 2016. The Galleries renovation is the final step in creating a lush, commerce-driven corner of the Avenue of the Arts, and completes the arts triangle formed by MassArt, the Isabella Stewart Gardner Museum, and the Museum of Fine Arts. The Bakalar & Paine Galleries are a natural and important extension of the path created by those venerable institutions, and represents the cornerstone of Huntington Avenue and an important addition given that it is the only space of the three dedicated solely to contemporary art. Because the Galleries are located on the corner of Huntington Avenue and the Longwood Medical area, they serve as the entrance point for surrounding areas onto the Avenue of the Arts. With a new, inviting Plaza and front door, the Galleries will become a welcoming and welcomed neighborhood location.


The findings of a market demand study concluded that, with the strength of the current programming, when the galleries can open in the summer, the current audience will more than double to over 20,000 visitors a year making them among the most highly visited university galleries in Boston.

Program Success Monitored By  --
Examples of Program Success  Each year the Galleries present four to five professional exhibitions, six public lectures, and attract over 10,000 visitors. The Galleries, with their ambitious exhibitions, have been recognized by local, national, and international media as one of the region's leaders in innovative, lively and relevant visual arts programming.


Scholarship support helps the college attract the most promising students to not only enroll at MassArt but also complete their degree. MassArt’s retention rate (freshman – sophomore year) remains very high at 90%. Steady financial aid is a key for lower-income students to succeed and thrive at MassArt. For years, MassArt’s six-year graduation rate has remained over 70% for freshmen entering MassArt. The rate consistently ranks above the median for our AICAD peer group and in the top three of the Massachusetts state universities. Since 2004 MassArt has held a special status designation from the state legislature, whereby MassArt Trustees - in exchange for smaller state appropriations – have increased autonomy to establish the college’s performance metrics, enrollment goals and admission standards, and to set and retain tuition and fees. MassArt has since met or exceeded enrollment goals, kept tuition and fees affordable for Massachusetts residents at $12,200/year (2016-17), and steadily increased institutional resources allocated to student financial aid.

MassArt is ever cognizant that effective financial aid policies ensure more students can access, succeed in, and complete college, then smoothly transition to the workforce. MassArt continually works to increase targeted financial aid for the neediest students, and increase resources allocated to need-based institutional grant aid. Tuition at MassArt is relatively low, especially when compared to other art and design colleges as well as other colleges in Boston. Yet the vast majority of MassArt students still find it difficult to afford their education. In 2016, 86% of dependent undergraduate students enrolled at MassArt filed for federal financial aid, an increase from 70% in 2009. A common indicator of the level of financial need is eligibility for the federal Pell grant program, which is based on family income. 31% of MassArt students receive Pell grants, a figure that has been steady since 2010.
Budget  --
Category  Education, General/Other
Population Served College Aged (18-26 years)
Program Short-Term Success 

MassArt awards nearly $1 million annually in student aid (college-raised funds).  This number represents a combination of grant-funded awards as well as annual fund and Auction revenue that supports scholarships.


Program Long-Term Success  Effective financial aid policies ensure more students can access, succeed in, and complete college, then smoothly transition to the workforce.
Program Success Monitored By  --
Examples of Program Success  The MassArt Foundation transfers approximately $1M to the College annually in scholarship support. Of this, in 2017, $450,000 was from the endowment/restricted funds, with the remaining amount from individual, unrestricted annual giving. The Foundation aims to transfer approximately $1M each year, so 2017 was on target.


Youth Scholarships

MassArt believes in the importance of a quality arts education beginning in elementary school. The College offers affordable, diverse programs for students in grades 4-12 that give students the ability to access the power of the arts for their future success.  MassArt youth programs including Artward Bound,Saturday Studios and Summer Studios serve approximately 5,000 young people year round during school and out-of-school time and are potential pathways to college. On any given day, 30-100 youth can be found at MassArt, many enrolled in courses and programs provided free of charge or at low cost. Artward Bound creates a pathway to an art college or other post-secondary education for low- income, traditionally underrepresented students living in Boston with an interest in art and design.
Budget  --
Category  Education, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success 

Artward Bound is designed to increase access to college for economically disadvantaged youth from Boston. It is a multi-year, year-round program that provides students with the support they need to help them develop the artistic, academic and life skills for admission to and success in college or other post-secondary institution.

In summer 2011 Artward Bound launched with the first cohort of 30 Boston 8th and 9th graders. The students engaged in a six-week summer program that included academic and studio classes. In the fall they attended after school sessions twice a week and participated in MassArt’s traditional Saturday Studios.
Program Long-Term Success  For over eighty years the Saturday Studios program at MassArt has served a dual purpose: offering elementary through high school students an affordable opportunity to engage in the process of art making while supporting the development of MassArt students as art educators. Classes are taught by MassArt students majoring in art education and supervised by MassArt art education faculty, and serve over 400 students regionally each year.
Program Success Monitored By          
Examples of Program Success          

CEO/Executive Director/Board Comments



CEO/Executive Director Dr. David Nelson
CEO Term Start June 2016
CEO Email
CEO Experience

Dr. David P. Nelson is the 12th president of the Massachusetts College of Art and Design and brings more than 15 years of experience in higher education in administrative and academic roles. Prior to his arrival at MassArt, President Nelson served as Provost and Chief Academic Officer at the University of North Carolina School of the Arts (UNCSA), the country’s first state-supported performing arts school, from 2010-2016.

At UNCSA, Nelson completed fundraising to establish an endowment for the Fletcher Opera Institute, at $13.7 million the largest endowment in the university’s history. He also instituted a system of faculty rank for the first time at UNCSA and led the creation of a new Teaching and Learning Center to offer student learning services and faculty support.

In addition to his experience and expertise, President Nelson brings to MassArt a commitment to the ideal of quality public education that opens doors to talented students. As a first-generation college graduate, Nelson knows the power of education to change lives. He studied music from an early age, and with the encouragement of a high school band director, he attended college on an arts scholarship. After completing graduate training as a conductor, he later returned to graduate school to study theology, which led him to teaching and writing in religious studies before he began work as an administrator.

While in university administration, Nelson has remained active as a teacher, artist, and community leader. He has regularly taught courses in philosophy of religion and religious studies. He served as music director for UNCSA’s production of Twyla Tharp’s “Sweet Fields,” and in collaboration with violinist Ida Bieler, presented a lecture recital on the solo violin works of J.S. Bach. David has served on various boards, including the Thomas S. Kenan Institute for the Arts and the North Carolina Humanities Council.

Nelson received his Ph.D. in Theology from Southeastern Baptist Theological Seminary, and a Master of Music and Bachelor of Music from Hardin-Simmons University.


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

Former CEOs and Terms

Name Start End
Dawn Barrett Mar 2011 Sept 2014
Katherine H. Sloan 1996 2011

Senior Staff

Name Title Experience/Biography
-- -- --


Award Awarding Organization Year
-- -- --


Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --



CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 321
Number of Part Time Staff 242
Number of Volunteers 200
Number of Contract Staff 300
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 46
Asian American/Pacific Islander: 9
Caucasian: 197
Hispanic/Latino: 18
Native American/American Indian: 0
Other: 100
Other (if specified): 0
Gender Female: 169
Male: 201
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan --
Business Continuity of Operations Plan --
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 --
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


Board Chair Mr. David Lee
Board Chair Company Affiliation Stull and Lee, Inc.
Board Chair Term July 2017 - June 2020
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Hope Barkan Independent Curator Voting
Elisa Hamilton Multimedia Artist; MassArt Alumna Voting
Karen Keane Skinner, Inc. Voting
David Lee Stull and Lee, Inc. Voting
Dr. Richard Marshall Harvard Vanguard Medical Associates Voting
William McQuillan Boylston Properties Voting
Peter Nessen Nessen Associates Voting
Pamela Parisi Proctor & Gamble; MassArt Alumna Voting
Franco Pons MassArt '18 Voting
Susan Schechter MassArt Foundation Voting
Linda Snyder Tufts University 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: 3
Asian American/Pacific Islander: 1
Caucasian: 38
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 6
Male: 4
Not Specified 1

Board Information

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

Standing Committees

  • Audit
  • Capital Campaign
  • Executive
  • Investment
  • Nominating
  • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)

CEO/Executive Director/Board Comments


Foundation Comments



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 $3,837,967 $3,180,486 $2,570,324
Total Expenses $3,361,296 $3,332,487 $1,915,903

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $0 -- $0
Individual Contributions $2,130,146 $2,218,632 $1,670,704
Indirect Public Support $0 -- $0
Earned Revenue $0 -- $0
Investment Income, Net of Losses $827,959 $378,791 $490,269
Membership Dues $0 -- $0
Special Events $879,862 $583,063 $409,351
Revenue In-Kind -- -- --
Other $0 -- $0

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $3,032,133 $3,028,073 $1,534,482
Administration Expense $208,483 $230,363 $269,877
Fundraising Expense $120,680 $74,051 $111,544
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.14 0.95 1.34
Program Expense/Total Expenses 90% 91% 80%
Fundraising Expense/Contributed Revenue 4% 3% 5%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $15,356,362 $15,702,764 $16,047,036
Current Assets $3,522,980 $4,195,550 $4,605,293
Long-Term Liabilities $0 $0 $0
Current Liabilities $83,529 $57,216 $27,013
Total Net Assets $15,272,833 $15,645,548 $16,020,023

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 --
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

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

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 42.18 73.33 170.48

Long Term Solvency

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

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.


Other Documents

No Other Documents currently available.


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?


2. What are your strategies for making this happen?


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


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


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