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Green Street Studios Inc.

 185 Green Street
 Cambridge, MA 02139
[P] (857) 242-6789
[F] --
http://www.greenstreetstudios.org
[email protected]
Kathleen Nasti
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INCORPORATED: 1991
 Printable Profile (Summary / Full)
EIN 04-2776771

LAST UPDATED: 09/23/2016
Organization DBA --
Former Names Dance Bound, Inc (1991)
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

-To make Boston a rich and vibrant hub for dance with nourishing and fulfilling experiences for dancers, movers, choreographic artists, and patrons.

-To bring together the most exciting minds in progressive approaches to movement and science

-To create a new model for an entrepreneurial and sustainable funding streams.

Mission Statement

-To make Boston a rich and vibrant hub for dance with nourishing and fulfilling experiences for dancers, movers, choreographic artists, and patrons.

-To bring together the most exciting minds in progressive approaches to movement and science

-To create a new model for an entrepreneurial and sustainable funding streams.


FinancialsMORE »

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $175,000.00
Projected Expense $175,000.00

ProgramsMORE »

  • Professional Programming

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

-To make Boston a rich and vibrant hub for dance with nourishing and fulfilling experiences for dancers, movers, choreographic artists, and patrons.

-To bring together the most exciting minds in progressive approaches to movement and science

-To create a new model for an entrepreneurial and sustainable funding streams.


Background Statement

Green Street Studios has served the Cambridge dance community for over 20 years. It is one of the two major, professional dance studios in Central Square and is integral to the foundation and support of professional dance throughout the Boston Metro area and beyond.

GSS serves hundreds of dancers and movers each year and is home to several of the greater Boston area’s most recognized choreographers and dance & theater companies. The space supports contemporary dance, somatic studies, and research; and offers classes in a wide range of dance & movement forms, including: Modern, Ballet, Contemporary, Hip Hop, Jazz, Traditional Dance Forms, Contact Improvisation, and a variety of improvisation modalities and somatic studies.

Current Primary Business Foci:

•Dance and Somatic Classes
•Workshops
•Discussions
•Performances
•Dance Festivals
•Rentals

Impact Statement

In the past year, the organization has:
-Hired a new Executive Director
-Hired three support staff positions:  Director of Operations, Professional Programming Manager and Youth Programming Manager
-Updated scheduling system
-Streamlined and improved operations, built standard operating procedures for all organizational functions
-Identified areas of significant cost saving and raised $51,000
 
Future goals include:
-Raise staff salaries to fair market value; Create additional support position
-Increase and improve class offerings, including host for Boston, Winter American Dance Festival with the Dance Complex
-Improve Visibility 
-Improve Space Function and Aesthetics 
-Complete scheduling system upgrades 

Needs Statement

Green Street Studios' most pressing need is gap funding and general operating support.  The gap funding is necessary to support Green Street through its current transitionary state.  The new management team was presented with several challenges that stemmed from GSS having operated with no dedicated staffing for several years.  There was a significant amount of debt and many organizational inefficiencies that were causing additional accumulation of debt.  The new management team has corrected many inefficiencies and begun to repay debt, however the current cash poor state is slowing and/or jeopardizing forward movement.  

CEO Statement

Our patrons are people who are curious about their bodies, movement, dance and all of the intersections between these things and the world around us.

They are investigators and seekers of knowledge. They are open to experiences, sharing, and crossing over disciplines.

They are not specific to individual movement genres, but instead are interested in the commonalities, distinctions, and connections between movement forms.

They are passionate and communicative sophists.

They find joy in movement and dance.

They give and take, contributing to a dynamic, exciting, and frenetic atmosphere.


Board Chair Statement

Green Street Studios (GSS) has always served as a focused and contemplative laboratory for contemporary dance that stresses rigor, innovation, and research. Like many longstanding arts organizations, the fragile fiscal landscape of the past decade caused the organization rely on an incongruous business model to stay afloat. GSS was caught in a starvation and survival cycle that has proven hard to correct. With exciting new people, a unified voice, a clear direction and, most importantly, the space, GSS has the opportunity to fulfill its prophecy and more clearly articulate and their identity.

Over the past few years, GSS has faced severe organizational and financial challenges, primarily due to the lack of a full-time Executive Director and proper support staffing. As a result, GSS has been unable to support stable day-to-day operations, maintain facilities, or create strategic growth. The situation has left GSS in a precarious position, though currently operating at break –even, they are carrying a financial deficit of $17K from 2014. Some of this debt is being alleviated by a donor, however it has shaken stakeholder confidence.

Though challenges are noteworthy, GSS maintains a loyal supporter base that is committed to facilitating the necessary changes that will allow GSS to realize its potential in the local and global dance community. Over the past six months, the GSS board and an external consultant have performed a thorough audit of all personnel, operations, and programming. GSS has refocused its efforts to streamline business operations and update their brand image, programming, and community presence in an effort to maximize their impact in Contemporary Dance, while better serving current and future stakeholders. Most importantly, GSS has begun the process of filling their leadership deficits to initiate this revitalization by securing a leadership team of trailblazers in arts, administration and programming.

Additionally, GSS is collaborating with some of Boston’s most vibrant organizations who will provide their already established proficiencies in the areas of: professional/ recreational programming, dance residencies, youth/community programming, production, and somatics/dance science. By using established programs with proven competences, GSS will avoid the obstacles, and potential losses related to the start-up of new programming. Finally, to support, augment, and promote this operational work, GSS has been actively scouting additional board members to operate in a strategic and tactical capacity.


Geographic Area Served

City of Boston- Citywide (Indiv. neighborhoods also listed)
Cambridge 02139

Organization Categories

  1. Arts,Culture & Humanities - Dance
  2. Arts,Culture & Humanities - Dance
  3. -

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

No

Programs

Professional Programming

Professional Programming: Open to dancers and movement practioners with a mature and experienced approach to learning movement forms. The programming will move at an advanced pace in concept and form, and the programming schedule intends to reflect a classic professional model of morning class followed by rehearsal time which precedes evening shows.

GSS professional programming offers classes in a range of dance genres throughout the year, as well as periodic workshops concentrating on specific styles of dance or dance-related bodywork. This is a resource for independent artist-practitioner-researchers and is not exclusively associated with any company or organizational entity. GSS maintains a commitment to provide the highest level of on-going training and performance opportunities to a highly diverse range of professionals.

GSS professional programming maintains a roster of local resident educators as well as a rotating list of guest-artists. This provides a mix of local and international professionals who offer a wide variety of styles and connect Boston to the opportunities, innovations, and trends of the global dance world. GSS is privileged to host and present these artists’ performance work in its Black Box Studio Theater.

Budget  $63,000.00
Category  Arts, Culture & Humanities, General/Other Dance
Population Served General/Unspecified
Program Short-Term Success 

· Host fifteen 1-2 week guest artist residencies

· Foundational work of bridge programming with universities

· Recruitment of Core Professional Faculty

· Youth program enrolled with 25 students taking class 2-3 times a week in first session

Program Long-Term Success 
Increased numbers of students staying in Boston to pursue professional careers in dance
 
Increased available dance jobs
 
 
 
Program Success Monitored By  Green Street Studios (GSS) is in the process of organizing key performance indicators and dashboards for all functional areas.
Examples of Program Success  Increased numbers of students staying in Boston to pursue professional careers in dance

CEO/Executive Director/Board Comments

In the next year, Green Street Studios plans to address three? major areas: 1) business administration and functioning, 2) program quality, and 3) congruity of all organization components.

GSS will pursue and cultivate relationships with new board members, and clarify its leadership. A focus will be placed on a shift in the current organizational model and culture to better support important relationships from staff to patrons and customers. With proper leadership and project management in place, the goal is to constitute standard operating procedures, implement fundamental organizational tools, and create easily transferable information logs in order to streamline all operations, easily facilitate information transfer, and quickly produce impact reports and monitor milestones and evaluations. Ultimately, the goal is to make the business viable while also creating an ideal and happy environment for board, staff, and patrons.

Green Street Studios is an important part of the dance eco-system in Boston, offering an intimate space for rigorous investigation of contemporary dance. With its position, GSS acknowledges both a tremendous opportunity and obligation to contribute to the way contemporary art is valued in Boston. The goal is to make contemporary dance so important that the people become the intrigued and the intrigued become the patrons who cannot separate dance from their lives. The programming goal addresses this by creating a space where the most exciting movers and thinkers in contemporary dance visit, educate, imprint, and leave Boston feeling a visceral connection to the moving body.

After performing a scenario analysis for space utilization, GSS has reorganized its schedule to function more like that of other professional dance cities and to develop new groups of proficient contemporary dancers. The schedule:

1. Creates revenue producing support programs, such as youth and somatics, that:

a. Utilize currently dead or underperforming portions of the day

b. Create a stable flow of earned revenue to support the subsidized programs for the arts

c. Develop future professional dancers who are trained in a contemporary sensibility

d. Further refine the mature, professional dancers in the area

e. Educate and inform the general population in contemporary dance and progressive movement ideas

2. Offers a daily schedule that reflects the professional schedules in other dance cities

3. Strives to create internationally competitive dance programming and education to attract and retain professional dancers in Boston


Management


CEO/Executive Director Mrs. Kathleen Nasti
CEO Term Start June 2016
CEO Email [email protected]
CEO Experience

After completing her BA in Classical Studies (Ancient Greek) and Theatre (Dance Emphasis) from Dickinson College she moved to New York to pursue a career in dance. She danced extensively with Alyce Finwall Dance Theatre and worked with many independent choreographers including Lisa Giobbi Movement Theatre, Scott Lyons, Jerry Mitchell, Skip Costa, Giada Ferrone, Lars Rosager, Edward Augustyn, and Max Stone among others. She was also a dancer with the Radio City Christmas Spectacular, Swing Dance America, and American Dance Machine. In Boston, she has performed with 1,000 Virtues Dance, Zoe Dance, and Reggie Wilson. She is currently working with Daniel McCusker. She has been a lecturer in the dance departments of Muhlenberg College, Cedar Crest College and Dean College and a guest at Providence College, the University of Scranton, Temple University, and Dickinson College. She has also taught at American College Dance Festivals and PA Governor’s School for the Arts; and served as the Director of the Muhlenberg College Community Dance and Pilates Center.

She has presented her choreography at many venues and institutions across the east coast including: Muhlenberg College, Dickinson College, Marlboro College, Providence College, Philadelphia Fringe Festival, American College Dance Festival, Green Street Studios, The Dance Complex, and First Night Boston.

In 2010 she received her MBA from Lehigh University, where she was a Graduate Teaching Fellow and Founder and President of the Lehigh University Chapter of the National Association of Women MBAs. After receiving her MBA, she worked as Director for the Office of the Vice President and Associate Provost for Research and Graduate Studies at Lehigh.

While living and working in Bethlehem, PA, she established a community organization called the Lehigh Valley Dance Exchange (LVDE) - an organization which supports emerging choreographers and dancers of the Lehigh Valley. In their inaugural season, LVDE successfully produced 12 shows, which included over 20 choreographers and 50 dancers. She was a speaker on the topic of Community Entrepreneurship for TedX-Lafayette and Idex-Lehigh.

She is an avid traveler and spent 2012 living as an ex-pat in Korea and China, where she studied Traditional Korean Dance Forms for her MFA thesis work. 

She graduated from the University of Wisconsin Milwaukee in December of 2013 with an MFA in Dance. Her research has been published in the Journal of Dance Medicine and Science and presented at CORD/SDHS. 

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. Paul Laurey Associate Director - Operations

Paul Laurey is a dance and media artist, educator, and scientist. He received his BA in cognitive science from the University of Virginia, PhD in psychology and cognitive neuroscience from the University of Oregon, and MFA in dance theatre from the University of California, San Diego. Paul has been a researching and performing dance artist in Oregon, San Francisco, Earthdance, Thailand, New York, San Diego, Bali, and Boston in collaboration with many wonderful artists. He's devoted to the practice of dance arts and awareness in clear and clarifying communciation.

http://paullaurey.org/

Awards

Award Awarding Organization Year
-- -- --

Affiliations

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

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 2
Number of Part Time Staff 2
Number of Volunteers 15
Number of Contract Staff 25
Staff Retention Rate % 0%

Staff Demographics

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

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers 5
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Under Development
Nondiscrimination Policy Under Development
Whistle Blower Policy No
Document Destruction Policy --
Directors and Officers Insurance Policy No
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

--

Reporting and Evaluations

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

Governance


Board Chair Mr. Thomas J Nasti
Board Chair Company Affiliation Sensata
Board Chair Term Aug 2016 - Aug 2018
Board Co-Chair Ms. Michele Sasso
Board Co-Chair Company Affiliation Boston Children's Hospital
Board Co-Chair Term Aug 2016 - Aug 2018

Board Members

Name Company Affiliations Status
Ms. Alissa Cardone Boston Conservatory Voting
Ms. Molly Hess Community Voting
Mr. Paul Laurey Community Voting
Mrs. Kathleen Nasti Community NonVoting

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: 0
Asian American/Pacific Islander: 1
Caucasian: 6
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 5
Male: 2
Not Specified 0

Board Information

Board Term Lengths 2
Board Term Limits 3
Board Meeting Attendance % 0%
Written Board Selection Criteria Under Development
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

  • Communications / Promotion / Publicity / Public Relations
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance

CEO/Executive Director/Board Comments

Green Street Studios (GSS) has always served as a focused and contemplative laboratory for contemporary dance that stresses rigor, innovation, and research. Like many longstanding arts organizations, the fragile fiscal landscape of the past decade caused the organization to lose focus and rely on an incongruous business model to stay afloat. GSS allocated most of its space to rentals and the quality of the dance programming suffered. The decision created a starvation and survival cycle that has proven hard to correct. With exciting new people, a unified voice, a clear direction and, most importantly, the space, GSS has the opportunity to fulfill its prophecy and more clearly articulate and their identity.

Over the past few years, GSS has faced severe organizational and financial challenges, primarily due to the lack of a full-time Executive Director and proper support staffing. As a result, GSS has been unable to support stable day-to-day operations, maintain facilities, or create strategic growth. The situation has left GSS in a precarious position, though currently operating at break –even, they are carrying a financial deficit of $17K from 2014. Some of this debt is being alleviated by a donor, however it has shaken stakeholder confidence.

Though challenges are noteworthy, GSS maintains a loyal supporter base that is committed to facilitating the necessary changes that will allow GSS to realize its potential in the local and global dance community. Over the past six months, the GSS board and an external consultant have performed a thorough audit of all personnel, operations, and programming. GSS has refocused its efforts to streamline business operations and update their brand image, programming, and community presence in an effort to maximize their impact in Contemporary Dance, while better serving current and future stakeholders. Most importantly, GSS has begun the process of filling their leadership deficits to initiate this revitalization by securing a leadership team of trailblazers in arts, administration and programming.

Additionally, GSS is collaborating with some of Boston’s most vibrant organizations who will provide their already established proficiencies in the areas of: professional/ recreational programming, dance residencies, youth/community programming, production, and somatics/dance science. By using established programs with proven competences, GSS will avoid the obstacles, and potential losses related to the start-up of new programming. Finally, to support, augment, and promote this operational work, GSS has been actively scouting additional board members to operate in a strategic and tactical capacity.

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $175,000.00
Projected Expense $175,000.00
Form 990s

2015 990

2014 990

2013 990

Audit Documents --
IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $130,835 $131,015 $123,817
Total Expenses $153,566 $131,352 $132,114

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $1,535 $18,900 $1,054
Indirect Public Support -- -- --
Earned Revenue $129,300 $112,049 $115,130
Investment Income, Net of Losses -- $1 --
Membership Dues -- $65 $6,324
Special Events -- -- $1,309
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $107,496 $91,946 $92,480
Administration Expense $46,070 $39,406 $36,992
Fundraising Expense -- -- $2,642
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.85 1.00 0.94
Program Expense/Total Expenses 70% 70% 70%
Fundraising Expense/Contributed Revenue 0% 0% 112%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $15,258 $21,218 $22,383
Current Assets $4,964 $8,464 $7,134
Long-Term Liabilities $0 $0 $0
Current Liabilities $30,856 $14,085 $14,913
Total Net Assets $-15,598 $7,133 $7,470

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) Jim Spriggs Foundation $34,000.00
-- --
-- --
2nd (Source and Amount) Anonymous $5,000.00
-- --
-- --
3rd (Source and Amount) Crowdfunding $1,200.00
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line No
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose Revitalize and update space.
Campaign Goal $50,000.00
Capital Campaign Dates Aug 2016 - Dec 2016
Capital Campaign Raised-to-Date Amount $54,000.00
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 0.16 0.60 0.48

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in charts and graphs are per the organization's IRS Form 990EZs. Contributions from foundations and corporations are listed under individuals when the breakout was not available. Please note, additional functional expense detail is per the Form PCs on file with the state of MA for all three years displayed above.
 
Please note, in 2001, this organization changed its name from Dance Bound Inc. to Green Street Studios Inc.  

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?

Green Street Studios' ultimate goals are to make Boston a rich and vibrant hub for dance with nourishing and fulfilling experiences for dancers, movers, choreographic artists, and patrons; To bring together the most exciting minds in progressive approaches to movement and science; To create a new model for an entrepreneurial and sustainable funding streams.

Long term success is defined by: 
 

2. What are your strategies for making this happen?

Transparency - We are an organization that serves a community of artists and patrons of the arts. It is our responsibility to remain financially responsible to guarantee viability.

Communication - It is our responsibility to communicate our financial status with stakeholders, internally and externally, so we can rely on one another for support

Timeliness – We must remain vigilant of time. Dates for payments, time to return correspondence, delays in service so we are always agile and ready to take advantage of opportunities.

Gratitude - We must always remain grateful to all of our board members, staff, volunteers, donors, clients, and community members. We must always say thank you for support.

Efficiency – We must be efficient in process and product so we are not wasteful

Sustainability – We are aware of the impact of our operations on the organization and the world around us. We strives to leave the smallest footprint possible.

Mindfulness – We remain mindful of ourself and others: needs, challenges, limitations, and wants. Our actions and our reactions always consider self and other

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

Our staffing and leadership teams are comprised of the most highly qualified artists, educators, scientists, administrators, patrons, and entrepreneurial spirits who also posses a strong ethical code and authentic care and appreciation for the arts and the people who use and support the space. Our team also consists of partner organizations, who have already established themselves as successful contributors for the arts, and have utilized GSS as their home.

Through our operations we provide work study opportunities that offer members of our community opportunity to better connect with the space by providing support for daily operations while also acquiring skills in arts administration, production, and the overall functions of operating the space. We also host one to two interns/fellows, who are selected from a rigorous application process and work closely with senior level staff and interact with the board.


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

Green Street Studios (GSS) is in the process of organizing key performance indicators and dashboards for all functional areas.  We are also in the process of identifying our quantitative baselines. Former processes and systems contained errors that make historical data unreliable. We feel that we need to operate through the fall quarter before we have reliable data and are able to produce more confident projections. The current summer quarter is historically GSS’ slowest quarter and thus the fall quater will give us a better view of critical revenues.  Some examples of these KPI's for new programs are:

 

Qualitative and quantitative performance metrics have been developed for all aspects of new programming. In order to establish better lines of communication between program managers and/or staff, we are also creating a dashboard system for each program to quickly report critical statuses to the Director and Board.

Performance Metric Examples:

General operations

· Achieve financial targets for earned and contributed revenue

· Surveys

· Feedback system

· Improved aesthetic appearance of space in line with branding strategy, including web optimization, building signage upgrades, and inclusion as source or reference in print/web articles related to contemporary dance

Professional/Recreational Adult Programming

· Caliber of guest artists

· Growth in number of class/workshop participants

· Growing demographic of participants

· Creation of bridge programming with Boston Conservatory and Trinity Laban Conservatoire of Music and Dance

· Audience size for performances

Youth/Community Programming

· Achieve first and second session enrollment targets

· Satisfactory reports from teachers and parents

· Development of matinee performance series that engages children in the performing arts

Somatic/Dance Science Programming

· Achieve first and second session enrollment targets

· Satisfactory reports from students

· Student profile represents general population, academics, and Boston dance population

 

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

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