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Rose Fitzgerald Kennedy Greenway Conservancy Inc.

 185 Kneeland Street, 2nd Floor
 Boston, MA 02111
[P] (617) 292-0020
[F] (617) 292-2705
www.rosekennedygreenway.org
[email protected]
Howard Breslau
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INCORPORATED: 2005
 Printable Profile (Summary / Full)
EIN 20-1678932

LAST UPDATED: 08/28/2017
Organization DBA Rose F. Kennedy Greenway Conservancy
Greenway Conservancy
Conservancy
The Greenway
Rose Kennedy Greenway Conservancy
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

The Rose Kennedy Greenway, a roof garden atop a highway tunnel, is a contemporary public park in the heart of Boston. The non-profit Greenway Conservancy maintains, programs, finances, and improves the 1.5-mile Greenway on behalf of the public.

Mission Statement

The Rose Kennedy Greenway, a roof garden atop a highway tunnel, is a contemporary public park in the heart of Boston. The non-profit Greenway Conservancy maintains, programs, finances, and improves the 1.5-mile Greenway on behalf of the public.


FinancialsMORE »

Fiscal Year Jan 01, 2017 to Dec 31, 2017
Projected Income $5,462,000.00
Projected Expense $5,734,000.00

ProgramsMORE »

  • Park Maintenance and Horticulture
  • Park Rangers
  • Programs
  • Public Art

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Overview

Mission Statement

The Rose Kennedy Greenway, a roof garden atop a highway tunnel, is a contemporary public park in the heart of Boston. The non-profit Greenway Conservancy maintains, programs, finances, and improves the 1.5-mile Greenway on behalf of the public.


Background Statement

The Rose F. Kennedy Greenway Conservancy was established as an independently incorporated non-profit organization in 2005 to guide the emerging park system and raise funds for an endowment and operations. In 2008, the State Legislature confirmed the Conservancy as the designated steward of the Rose Kennedy Greenway. The Conservancy's central goal is to lead the maturation of this new civic open space as a vibrant and beloved park, strengthening its physical benefits and encouraging a sense of a shared community in Boston. 

In the nine years the Conservancy has operated The Greenway, it has grown increasingly beautiful and vibrant. The 17-acre Greenway is one of only a few urban parks nationwide that employs sustainable landscape management practices that avoid the use of toxic chemicals to maintain a healthy organic environment; in 2013 the Mayor honored the Conservancy with a Greenovate Award for our sustainability practices. The Greenway Carousel at the Tiffany & Co Foundation Grove is the most accessible carousel in New England. Its characters—cod, lobster, fox, falcon, and more—are native to Boston and inspired by the drawing of local schoolchildren.
 
The Conservancy collaborates with other Boston-based organizations to bring more than 400 free programs to The Greenway each year. Four days a week, 7-months a year, you can purchase local food at the Boston Public Market, and on Saturday shop local artisans’ wares at the Greenway Open Market. The Boston Local Food Fest, the FIGMENT participatory art festival, Race Amity Day, and scores of free fitness classes all draw crowds to the park. Our Mobile Eats Program has been celebrated in publications including the Boston Globe and Travel + Leisure Magazine.
 
The Conservancy’s ambitious public art program presents large-scale work by internationally-renowned artists with the goal of positioning The Greenway—and the City of Boston—as an internationally-known destination for rotating, contemporary public art, available and accessible to all. Combined, these offerings drew over 1,379,000 visitors in 2016, making The Greenway one of Massachusetts’ top-ten attractions.

Impact Statement

2016 Accomplishments

  • We drew over 1,379,000 destination visitors for our events, Greenway Carousel, Mobile Eats, and fountains, plus millions more who casually enjoyed the parks.
  • Presented multiple Public Art installations including "Circle of Animals/Zodiac Heads" by internationally acclaimed artist, Ai Weiwei, around the Rings Fountain along with a selection of exhibitions from local artists.
  • Introduced Play programming to the parks, partnering with Design Museum Boston and Playworld to bring PlayCubes, iconic temporary play structures, to Chinatown Park as part of Design Museum Foundations Extraordinary Playscapes program.
  • Our Volunteer Program facilitated over 4,600 volunteer work hours by 890 community volunteers, helping to improve and maintain horticulture through our award-winning organic landscape care.

2017 Goals

1. Maintain and improve an exceptional Greenway
  • Prioritize hardscape repairs in our Wharf District Parks & complete Rings Fountain rehab
  • Implement irrigation and right-of-way changes with City and State
  • Improve horticulture in our Urban Arboretum (across from International Place), certain North End beds, and Chinatown triangles
  • Address human service challenges through closer tracking, deepened relationships with social service agencies, and focus on problematic park spaces
  • Move towards a completed design of the maintenance facility with MassDOT
2. Foster engaging experiences
  • Maintain ~1.4M tracked attendance with focus on diverse, quality events
  • Launch winter activation initiatives through a new partnership with Upsilon Ventures
  • Install artworks for the 2017 theme of Playful Perspectives and integrate with the Greenway Play Program, which facilitates free, unstructured learning experiences that connect visitors with the innovative and playful elements of our park
  • Advance a small triangle of newly acquired park space in the North End through the design stage and into construction
  • Launch beer garden and merchandising pilot programs 
3. Increase and diversify funding and engagement
  • Approve new long-term operating and funding agreements with MassDOT and abutters
  • Achieve earned income and fundraising revenue goal of $2.3M
  • Deepen corporate relationships, especially with abutter tenants
  • Increase total e-followers by 25% to 48K; improve on-line presence and in-park marketing

Needs Statement

  1. Multi-year commitments of financial support for temporary exhibitions of contemporary public art.
  2. Financial support for the Greenway Park Rangers, who provide a safe and welcoming park experience for all.
  3. Deepened volunteer engagement beyond the flourishing horticulture volunteer program to include Arts Ambassadors, Play Ambassadors, photography/media, and other departments.
  4. $1 million in annual philanthropic support to fund operations that will deliver a world-class park.

CEO Statement

The Rose Fitzgerald Kennedy Greenway now embodies a 21st Century Boston. International artists premier their American works in the park. More than 100 free fitness classes take place with the iconic Boston skyline as a backdrop. The park showcases cutting-edge solar and agriculture technology from start-ups. A diversity of festivals bring the park alive, while children splash in the signature fountains. The Greenway has become Boston’s favorite backyard and “one of the most innovative places in all of Boston” according to BostInno.
 
In 2016, a record 1.4 million trackable visitors enjoyed the 400+ events, ate at one of the nationally-recognized food trucks, utilized the carrier-grade free Wi-Fi, or took a ride on the one-of-a-kind Greenway Carousel at The Tiffany & Co. Foundation Grove. Millions more casually enjoyed playing in one of our seven water features, relaxing on the organically maintained lawns, or wandering through the gardens.
 
The Greenway Conservancy is a recognized leader and award winner and has helped make this unique ribbon of parks a nationally-respected model for other cities. Following on Janet Echelman’s As If It Were Already Here in 2015, Mehdi Ghadyanloo’s Spaces Of Hope mural and Ai Weiwei’s Circle of Animals/Zodiac Heads: Bronze helped cement our reputation as an exemplar in presenting exhibitions of contemporary public art. The Conservancy is a sought-after partner, working with organizations ranging from The Boys and Girls Clubs of Boston to the Celebrity Series to the Brazilian Consulate to the Boston Public Market Association. For the 5th straight year in 2016, we again were Top Rated by GreatNonprofits.org.
 
We’re committed to continuing to sustain and improve our world-class park, offering engaging programs and experiences. We cannot do all that we do without our valued supporters and partners and we thank them for their continuing support.
 
See you on The Greenway!
 
Jesse Brackenbury
Executive Director 


Board Chair Statement

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Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
GREATER BOSTON REGION, MA
Boston, MA

Organization Categories

  1. Environment - Botanical, Horticultural & Landscape Services
  2. Arts,Culture & Humanities - Arts & Culture
  3. Community Improvement, Capacity Building - Community & Neighbourhood Development

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

Yes

Programs

Park Maintenance and Horticulture

The Rose Kennedy Greenway is Boston's only organically maintained public park and one of a handful or organically maintained urban parks in the United States.

Because the Conservancy's ground-up approach encompasses all living things including soil, plants and trees, children and pets can play freely and safely on our lawns without the worry of chemicals or pesticides. Our plants are healthier, more resilient, and better able to withstand the wear of public use. The Conservancy's practice of not using herbicides and toxins also ensures that run-off from the parks will no pollute Boston Harbor or harm the delicate marine life.
 
The goal of a sustainable landscape is a net-zero "environmental footprint." A sustainable landscape demonstrates a harmonious relationship between the natural and created environments. Proper soil management, plant health, air and water quality, and resource conservation are all part of maintaining a sustainable landscape. 
Budget  $2,582,313.00
Category  Environment, General/Other Horticulture
Population Served General/Unspecified
Program Short-Term Success 

Maintenance:

  • Improving cleanliness of plazas and Chinatown Park through contractors and adjustments of WORK Inc. priorities
  • As funding allows, restore hardscape features in the Wharf District, such as clean and repair the Rings Fountain basin and fog, touch up Light Blades, install skate deterrents, replace lights, improve trash/recycling barrels
  • Complete remote accessibility of North End and Chinatown fountain controls.
  • Continue to support Public Art installations as staffing transitions to more contracted installations and planned hiring of a new Public Art production/operations seasonal (or intern).
  • Develop five-year vehicle fleet needs assessment by April 1.
  • Continue advocating for the construction of a Maintenance Facility.
Horticulture:
  • Introduce pilot of hort “zone management” (1 day/week) beginning in Spring.
  • Install lush horticultural improvements to existing Greenway parks in Wharf District and Chinatown, and improve signage in select locations.
  • Coordinate with MassDOT & City to successfully bring new Greenway irrigation controllers on line by 7/1.
  • Collaborate on policies and planning for Art and Programs that impact Horticulture, such as dates for lawn rest and closure.
  • Engage landlords of abutting properties in discussions about adjacent landscape care.

 

Program Long-Term Success 

Through Horticulture and Maintenance, we commit to maintaining The Greenway as a first-class urban park that exceeds standards for public land care in terms of plant variety, park beauty and maintenance, and opportunities for horticultural education. Long term goals include:

  • 100% organic horticultural care of the parks with a greater effort to externally message through social media, in-field signage, and public education
  • Repair, replace and upgrade park features which show the effects of age and heavy usage.
  • Grow the individual and corporate Volunteer Programs
  • Improving sustainability through onsite composting, hiring vendors and subcontractors who use sustainable practices, and maximize water conservation through a monitored irrigation system.
Program Success Monitored By 
  • Healthy lawns, plants, and trees as measured by soil tests, appearance and growth, vigor, and resistance to disease and pests.
  • Evaluative tools that allow staff and other users rate the beauty, cleanliness, and functionality of the parks.
  • Response to the Mayor’s Citizens Connect Hotline.
  • The Conservancy attends and hosts community meetings, seeking input on park beauty, cleanliness, and programs.
  • Our social media gives visitors an opportunity to offer feedback on the Greenway.
  • Healthy people – public of all ages actively engaging in recreational activities.
  • Volunteer program continues to receive positive reviews from volunteers.
Examples of Program Success 
  • A 2012 study conducted by Government & Nonprofit Research Consulting of Harvard’s Kennedy School of Government found that the Conservancy’s running costs are lower than what they would be if the park were managed using non-organic methods.  
  • Recognizing the Conservancy’s tremendous success during its first five years of maintaining the parks, the Commonwealth added 12 small lots, totaling 1.3 acres, to The Greenway in its latest lease.
  • The Conservancy won two maintenance contracts away from private-sector contractors: care of the Armenian Heritage Park and organic landscape services for the Federal Reserve Bank of Boston’s property.
  • Our volunteers gave the Conservancy rave reviews on GreatNonProfits.org for the past six years.

 


Park Rangers

Piloted in 2014, the Conservancy’s two Greenway Park Rangers interface with the public, compassionately ensuring a safe and welcoming park experience for all visitors. Rangers provide the wide range of people they encounter on a daily basis with the information and services they need, from the homeless and addicted, to visitors with limited English language skills, to the disabled and families with young children. Key program partners include the Pine Street Inn, Healthcare for the Homeless, Boston Police Department, and neighborhood organizations.

Budget  $160,158.00
Category  Public Safety, Disaster Services, General/Other Public Safety, Disaster Services, General/Other
Population Served General/Unspecified Homeless Alcohol, Drug, Substance Abusers
Program Short-Term Success 
  • Using the Rangers' mobile app, log 4000+ public interactions on The Greenway.
  • Use Ranger monthly data and collaboration with police and social service agencies to establish targets enforce park rules and connect visitors experiencing homelessness and addiction with the services they need.
  • In partnership with Asian American Civic Association, decrease incidence of smoking in Chinatown’s Mary Soo Hoo Park.
  • Partner with Maintenance & Horticulture to design and implement solutions (e.g., bench arms, fenced areas, lighting, signage) for park areas that are more prone to problematic behavior.
  • Evaluate and adjust Ranger time spent on The Greenway, in community meetings, and in office. Develop recommendation for the ideal number of Rangers.
Program Long-Term Success 

The ultimate goal of the Greenway Park Rangers is to compassionately ensure a safe and welcoming park experience for all visitors.

Program Success Monitored By 

The Rangers worked with a team of students from the Harvard Kennedy School of Government to develop a mobile app that enables them to record their daily activities in real time and provides data metrics with which Greenway staff overseeing security, horticultural and maintenance functions can easily analyze and assess trends. The aggregated data provides the Conservancy with a clear and accurate view of all the activity in the parks (location, date and time, and type of interaction), allowing Rangers to identify and focus on the locations where they are most needed. The Conservancy shares data with abutters and other program partners to coordinate efforts to mitigate negative behaviors in and around the park.

During the first four months of the program, Rangers served 1,726 people. 45% of their interactions pertained to enforcement of park rules; 30% to public safety issues, including assistance to homeless individuals; 20% to ambassadorial services, and 5% to grounds-keeping issues.
Examples of Program Success 

Matt is a homeless man, a “regular” on The Greenway. In mid-December while on patrol, Ranger Trina Alexknovitch came upon Matt lying on a bench with a blanket over him. Trina could see he was shaking and asked Matt if he was all right. When he opened his eyes she could see they were bloodshot; she knew immediately that he was very sick and could tell that his symptoms were not drug induced. She asked Matt if she should call for an EMT and he declined. She then called her contact person at Pine Street Inn and two case workers arrived within 15 minutes. They convinced Matt that he needed medical attention and Trina called for an EMT.

About a week later, Trina was patrolling the Greenway when Matt sought her out and told her that she had saved his life. He had had a serious infection and a temperature of 104 when the EMT’s picked him up. That day Matt looked really good. He also told Trina that he had sent $300 to his wife for his kids for Christmas.

Programs

The Conservancy has partnered with for-profit and non-profit organizations to develop 400+ free public programs designed to connect people of all backgrounds and generations to each other, the park, the surrounding neighborhoods and the natural environment. These include festivals, concerts, public art, horticultural tours, farmers’ and artisans’ markets, food trucks, fitness classes, and family programs. This department also spearheads critical additions to the parks and works on constant improvement of The Greenway, including signage, furnishings and capital improvements. Programs and public events have tripled attendance over the past four years, increasing steadily year over year. In 2016, the Conservancy’s programs drew over 1,379,000 visitors, making The Greenway one of Massachusetts’ top-ten attractions.


Budget  $602,427.00
Category  Recreation & Sports, General/Other Parks, Recreation & Leisure Facilities
Population Served General/Unspecified
Program Short-Term Success 
  • Maintain 1.4M tracked attendance with focus on high-quality partners and diverse offerings
  • Increase efficiency of event evaluation and administration by updating online applications, launching a more user-friendly webpage, and building an internal process toolkit.
  • Launch Greenway beer garden pilot by mid-June. Introduce small on-Greenway merchandise sales pilots.
  • Generate $947K (12-month target) in earned revenue from Mobile Eats, Carousel, markets, fees, sampling, and others.
  • Plan improved winter offerings, including a possible winter activation partnership.
  • Advocate for Boston Planning & Development Agency/MassDOT to start community and design process for new North End parcel and for ramp parcels.
  • Refine and streamline Play schedule, event types, and Play Ambassador program based on lessons learned from 2016 season.
  • Continue offering Youth Adventure Days and Chinatown play sessions, and build strategic partnerships focused on engaging underserved audiences.
  • Provide playful activities for >= 4500 participants.
  • Integrate Public Art curatorial theme of “Playful Perspectives” into Play programming, including open session activities, activity carts, Youth Adventure Day programming, play equipment and >=5 programs.
  • Come up with conceptual and implementation plans for winter Play.
  • Engage 850+ volunteers in 5000+ hours of service and continue offering high-quality, engaging and innovative experiences for volunteers.

 

Program Long-Term Success 

The Greenway is a key feature of the contemporary reinvention and revitalization of Boston’s downtown and waterfront. As a new park on land that is not associated with any one neighborhood or group, The Greenway offers a unique opportunity to create new civic spaces, shared histories and traditions for all Bostonians.


Program Success Monitored By 

Attendance is a consistent measure of success for Greenway programs. We also measure the number and variety of programming, noting any similarities in the type of audience we attract for various events. For mobile food trucks and the Greenway Carousel, we examine earned income and ticket sales. On the vendor side, the Greenway Conservancy considers programs successful when partners reapply to re-engage with us for another year. We also conduct an annual survey of public impressions of our programming.


Examples of Program Success 
  • In summer 2013, the Planning & Design team delivered a unique Carousel to The Greenway and to Boston. Planning for the Greenway Carousel was extensive, as it resides atop a series of underground tunnels and highways. Wind and load studies, and consideration for Boston’s heavy winters made the project especially challenging. The Carousel was installed on time and within budget, opening to thrilled visitors on Labor Day.
  • Since the Conservancy assumed operation of the park in 2009, attendance at Greenway events has climbed steadily. Greenway offerings attracted 1.379 million visitors in 2016, a 1,336% increase over the 96,000 of seven years ago.
  • Our programming has quadrupled to 400 free events annually.
  • We were one of BostInno’s five Arts & Entertainment “50 on Fire” winners in 2013, and The Greenway is increasingly seen as the premiere public space for innovative activities.

 


Public Art

Completed in 2012, the Conservancy’s Public Art Strategy outlines an ambitious program to position The Greenway—and the City of Boston--as an internationally-known showcase for temporary, contemporary public art. Already, the Conservancy is redefining public art in Boston. The 70’ x 76’ wall across from South Station in The Greenway’s Dewey Square Park has become an award-winning focal point of the public art program with 12-month installations by Os Gemeos (in partnership with the ICA), Matthew Ritchie (also with the ICA), Shinique Smith (with MFA), Lawrence Weiner (with MIT List Visual Art Center), and Mehdi Ghadyanloo. In 2015 the Conservancy presented a monumental aerial sculpture by internationally renowned local artist, Janet Echelman, suspended hundreds of feet over the park. We are now presenting the curatorial theme Playful Perspectives, including works by Chris Templeman, Meredith James, and Mark Reigelman.

 The Conservancy contextualizes public art on The Greenway through a wide variety of free public programs. Trained volunteer Arts Ambassadors lead tours and informally provide information about art on The Greenway.
Budget  $718,231.00
Category  Arts, Culture & Humanities, General/Other Public Art Programs
Population Served General/Unspecified
Program Short-Term Success 
  • Curate and installYear of the Rooster and Playful Perspectives exhibits (Templeman, Reigelman, James, Nihalani, Design Biennial Boston).
  • Create related Playful Perspectives programming, working cross-departmentally on diverse related events with Programs/Play.
  • Hire a dedicated Public Art Production/Operations Seasonal/Intern to work in conjunction with Maintenance Dept.
  • Identify 2017/2018 mural partner, 2018 artists/projects, and enter into contracts with all entities. Solidify 2019 theme and likely artists.
  • Partner with Development to secure dedicated funding, possibly including endowments, for public art.
  • Develop a more cohesive online presence and awareness of the Greenway Public Art Program, through blogs, interviews and related social media presence. 
Program Long-Term Success 
  • Help permanently shape Boston’s cultural development; public art in Boston becomes more diverse and innovative in terms of materials, aesthetics and themes
  • Leave visitors with life-long memories
Program Success Monitored By 
  • Growth in park visitation
  • Reviews in the press and feedback from the public via social media and other channels
  • Growth in number of partnerships (especially artists, curators, arts institutions, neighborhood organizations, and youth serving organizations)
Examples of Program Success 
  • Americans for the Arts has included four works presented on The Greenway in their annual list of the top 50 public art projects for the Public Art Network Year in Review: May This Never End by Matthew Hoffman (2017), Wandering Sheep by Kyu Seok Oh (2016), Seven Moon Junction by Shinique Smith (2015) and The Giant of Boston by Os Gemeos (2013).
  • Janet Echelman’s project on The Greenway marked this Brookline artist’s first major Boston commission. Pulitzer Prize-winning art critic, Sebastian Smee, called the sculpture suspended 350’ over the park from 3 adjacent skyscrapers “the most beautiful and audacious piece of public art in Boston in living memory." This incredible installation created a must-see art experience for visitors from near and far.
  • Boston has changed, as the Boston Globe’s Sebastian Smee recently wrote: “Public art has finally been getting interesting again in this town of late. It began with the Dewey Square murals … and reached a climax this summer with the wonderful fabric sculpture by Janet Echelman suspended over the Rose Kennedy Greenway. … it suddenly seems that Boston is vibrating with artistic potential, and anything might be possible.”
  • The Conservancy’s public art program has received highly competitive national grants from ArtPlace America and the National Endowment for the Arts.

CEO/Executive Director/Board Comments


Management


CEO/Executive Director Mr. Jesse Brackenbury
CEO Term Start Jan 2013
CEO Email [email protected]
CEO Experience
Jesse Brackenbury's leadership has been instrumental in Greenway placemaking initiatives and financial strategy. In 2013, The Greenway Carousel at the Tiffany & Co. Foundation Grove opened and has already become a landmark destination. The Conservancy prompted a citywide dialogue about contemporary public art in Boston with the 2013 mural by Matthew Ritchie on the Greenway Wall. Jesse was the creator and manager of the celebrated Greenway Mobile Eats Program, which has also helped grow the Conservancy’s earned income six-fold in four years, to about a half-million dollars for FY14. Jesse was a champion for the installation of one of a Massachusetts’ largest free Wi-Fi networks. Jesse oversaw a strategic shift in park programming toward partnerships that brought more events (~300 annually, up from 120 in 2010) at lower cost. The Conservancy’s programming, sustainable practices, and public art all won awards in 2013. He is focused on continuing to make the park a fun and beautiful place for children, families, and more.

Jesse joined the Greenway Conservancy as Chief Operating Officer in December 2009. In 2013, Jesse assumed the role of acting Executive Director and was promoted to Executive Director in January 2014. Jesse was previously with The Boston Consulting Group, where he worked on strategy, real estate, organizational development and other projects for Fortune 500 companies and government. At the City of New York Department of Parks and Recreation, Jesse oversaw the billion-dollar capital budget and managed a 14-person special projects team. Jesse has held an economic research fellowship and has implemented a leadership development program with the United Nations World Food Programme in Italy. He has an MBA from the University of California at Berkeley and a BA in Political Economy from Williams College. 
 
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. Steven Anderson Director of Park Operations Steven joined the Conservancy in July 2007 and oversees all park operations functions and maintenance of the Greenway including horticulture, facilities (including fountains) and public security. He also oversees volunteer and educational programs. For 16 years prior to joining the Conservancy Steven was a project manager, construction manager, and manager of park design for the Central Artery/Tunnel Project. He is a member of the American Institute of Architects and The American Society of Civil Engineers. He has attended Roxbury Community College, the Boston Architectural College and Harvard University Graduate School of Design.
Mr. Jesse Brackenbury Executive Director
Jesse Brackenbury's leadership has been instrumental in Greenway placemaking initiatives and financial strategy. In 2013, The Greenway Carousel at the Tiffany & Co. Foundation Grove opened and has already become a landmark destination. The Conservancy prompted a citywide dialogue about contemporary public art in Boston with the 2013 mural by Matthew Ritchie on the Greenway Wall. Jesse was the creator and manager of the celebrated Greenway Mobile Eats Program, which has also helped grow the Conservancy’s earned income six-fold in four years, to about a half-million dollars for FY14. Jesse was a champion for the installation of one of a Massachusetts’ largest free Wi-Fi networks. Jesse oversaw a strategic shift in park programming toward partnerships that brought more events (~300 annually, up from 120 in 2010) at lower cost. The Conservancy’s programming, sustainable practices, and public art all won awards in 2013. He is focused on continuing to make the park a fun and beautiful place for children, families, and more.

Jesse joined the Greenway Conservancy as Chief Operating Officer in December 2009. In 2013, Jesse assumed the role of acting Executive Director and was promoted to Executive Director in January 2014. Jesse was previously with The Boston Consulting Group, where he worked on strategy, real estate, organizational development and other projects for Fortune 500 companies and government. At the City of New York Department of Parks and Recreation, Jesse oversaw the billion-dollar capital budget and managed a 14-person special projects team. Jesse has held an economic research fellowship and has implemented a leadership development program with the United Nations World Food Programme in Italy. He has an MBA from the University of California at Berkeley and a BA in Political Economy from Williams College.
Mr. Howard Breslau Chief Development Officer

Howard Breslau joined The Greenway in January 2017 and is responsible for all organizational Development and fundraising activity and also supports the management of the Board of Trustees.

Over the past 20 years, Howard has served in senior leadership roles with The Rashi School, the Huntington Theatre Company and the Boston Symphony Orchestra. As a leader in fundraising campaigns totaling more than $250 million, he secured numerous gifts of between 5 to 8 figures resulting in more than $80 million in support of annual, capital, endowment, sponsorship, debt, financial accessibility and program funding.

Prior to his career in fundraising and Development, Howard served as a consultant for International Management Group on both the US Pro Tennis Championships at Longwood Cricket Club and the Ping/Welch’s LPGA Golf Championship for which he was responsible for sponsorship sales and development.

Involved in numerous community and non-profit organizations, Howard has served on the Board of Directors of the UMASS Amherst Alumni Association, the UMASS Hillel Foundation and Temple Emanuel in Newton, MA. He presently sits on the Board of Directors of Camp Yavneh, an overnight camp in Northwood, NH, and serves on the Finance and Investment Committee of the UMASS Amherst Alumni Association.

Howard is a proud graduate of the University of Massachusetts Amherst from which he holds a BA in Political Science.

Ms. Keelin Caldwell Associate Director of Programs

Keelin joined the Conservancy in January 2014 and is responsible for leading the Conservancy’s volunteer and play-based education programs, including volunteer recruitment, event organization, and development of partnerships with individuals, schools, and corporate groups.

Keelin’s previous experience includes education positions at The Farmers’ Museum in Cooperstown, NY, Longwood Gardens, and the Brooklyn Botanic Garden. She holds a BS in Plant Science from Cornell University and a MS in Public Horticulture from the Longwood Graduate Program at the University of Delaware.

Mr. Lucas Cowan Public Art Curator Lucas Cowan joined the Conservancy in September 2014 and leads the Conservancy’s efforts to bring world-class temporary exhibitions of contemporary public art. Cowan was previously the Director of Public Art Programs with the Maryland State Arts Council, and the Senior Curator of Exhibits for the Chicago Office of Tourism and Culture and Millennium Park in Chicago. Cowan attended the Maryland Institute College of Art where he studied Fiber and Material Studies and received a Master of Art in Art Administration at The School of the Art Institute of Chicago. Cowan serves on the Board of Trustees for the International Sculpture Center, publisher of Sculpture magazine, and was a founding member of the AIDS Foundation of Chicago’s Junior Board.
Ms. Samantha McGinnis Associate Director of Programs

Samantha joined the Conservancy in February 2014 and works as a part of our Programs department as the Programs Manager, facilitating Greenway events and helping interested organizations access the parks. Samantha’s previous work experience includes working with the Beacon Hill Civic Association. She holds a BS in Community and International Development from the University of Vermont.

Mr. Michael Nichols Chief of Staff Michael joined the Conservancy in October 2014. He is responsible for the Conservancy's community and government affairs, as well as advancing strategic Greenway priorities. He also manages the Conservancy's outreach efforts including social media and public relations. Michael formerly served as Chief of Staff & Legal Counsel at the Massachusetts House of Representatives, Research & Policy Director at the Boston City Council, and was a 2013 candidate for election to the Boston City Council. He is an admitted attorney with a BA and JD from UConn. Outside of the Greenway, Michael serves as President of the Audubon Circle Neighborhood Association in Boston.
Ms. Renee Wood Manager of Finance, Accounting and Human Resources Renee joined the Conservancy in September 2013 and is responsible for managing the Conservancy’s financial accounting system, as well as coordinating Human Resources, payroll processing and benefits administration. Renee’s previous experience includes time with the Initiative for a Competitive Inner City, the Grocery Manufacturer’s Association, and Cone, Inc. Renee holds a Bachelor and Master of Accountancy, both from the University of Mississippi.

Awards

Award Awarding Organization Year
Expert's Choice Award - Greenway Carousel TripExpert 2017
Top 50 public art projects - May This Never End, by Matthew Hoffman Americans for the Arts 2017
Top Rating GreatNonprofits.org 2017
Top 50 public art projects - Wandering Sheep, by Kyuseok Oh Americans for the Arts 2016
Top Rating GreatNonprofits.org 2016
10 Best Reader's Choice: 10 Best Urban Trails USAToday 2015
Best Public Art Space Improper Bostonian 2015
Certificate of Excellence Winner TripAdvisor 2015
Editor's Choice Awards - Best Outdoor Stroll Yankee Magazine 2015
Ten Outstanding Young Leaders - Jesse Brackenbury, Executive Director Greater Boston Chamber of Commerce 2015
Top 50 public art projects - Shinique Smith mural Americans for the Arts 2015
Top Rating GreatNonprofits.org 2015
40 Under 40 - Jesse Brackenbury, Executive Director Boston Business Journal 2014
Excellence Award Finalist Massachusetts Nonprofit Network 2014
Top Rating GreatNonprofits.org 2014
Greenovate Award Boston Office of the Mayor 2013
Named a Frontline Park City Parks Alliance 2013
Top 50 public art projects - Os Gemeos mural Americans for the Arts 2013
Top Rating GreatNonProfits.org 2013
Winner, Arts & Entertainment, 50 on Fire Bostinno 2013
Certified Wildlife Habitat National Wildlife Federation 2012
Top Rating GreatNonprofits.org 2012

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
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Collaborations

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CEO/Executive Director/Board Comments

The Rose Kennedy Greenway continues to evolve into a vibrant, active, beautiful public space. We are in an extraordinary time in the 20-year process that created this signature urban park, and it is critical to coalesce around a plan to sustainably fund The Greenway.
 
 As the sole entity responsible for Greenway operations and improvement, the Conservancy has deep knowledge of the park. From design and engineering studies (e.g., a schematic design for a passive landscape treatment), we have significant technical understanding– structural capacity of the tunnel infrastructure, ramp constraints, subsurface conditions, utilities, soil specs, etc. Our staff is well-positioned to provide top-notch, strategic care of the park: I worked with NYC Parks; our Director of Operations has 20+ years of experience with the planning, construction and operations of The Greenway; our Public Art Curator worked at Chicago's Millennium Park, and our horticulture staff are certified by NOFA (Northeast Farming Organics Association).
 
Further, the public/private model that is The Greenway works, if nurtured and supported. The Conservancy is actively engaging with all stakeholders – the Commonwealth, the City, neighborhood communities, abutting businesses, the tourism/hospitality industry – to deliver on the park as both a neighborhood hub and the city’s economic engine, driving downtown living and corporate expansion.

 

 

Foundation Comments

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Staff Information

Number of Full Time Staff 35
Number of Part Time Staff 6
Number of Volunteers 890
Number of Contract Staff 2
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 4
Caucasian: 36
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 22
Male: 21
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 No
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 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. Jim Kalustian
Board Chair Company Affiliation Healthcare Entrepreneur
Board Chair Term Jan 2016 -
Board Co-Chair Kathryn R. Burton
Board Co-Chair Company Affiliation Government Affairs Professional
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Alli Achtmeyer Event Stylist Voting
Christopher Betke Coughlin & Betke, LLP Voting
Mark E. Boyle MBTA/MassDOT Voting
Kathryn R. Burton Government Affairs Professional Voting
James Chan Office of City Councilor Bill Linehan Voting
Helen Chin Schlichte President Emeritus, South Cove Manor Voting
Robertstone Goodridge Community Advocate Voting
Karen Johnson The Debt Exchange Voting
Jim Kalustian Healthcare Entrepreneur Voting
Beedee Ladd Environmental Advocate Voting
Susanne Lavoie Wharf District Council Voting
Christine Manfredi Former Partner, Wellington Management Co. Voting
Bryant McBride Burst Voting
Thomas N. O'Brien The HYM Investment Group Voting
Jane Pappalardo Community Arts Advocate Voting
John Pregmon Massachusetts Continuing Legal Education Voting
Robyn Reed Friends of Christopher Columbus Park Voting
Bud Ris Former President and CEO, New England Aquarium Voting
Daniel Sieger Executive Office of Energy and Environmental Affairs Voting
Kimberly Sherman Stamler Related Beal Voting
Rev. Cheng Imm Tan Chinatown Residents Association 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: 3
Caucasian: 15
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 11
Male: 10
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 75%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 95%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Audit, Compliance and Controls
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance
  • Investment

CEO/Executive Director/Board Comments

Given the park’s multi-jurisdictional environment and array of interest groups, there is a clear need for the leadership and collaborative nature that the Conservancy can bring, both to faithfully monitor the commitment to high standards in care and programming, and to balance interests in favor of a comprehensive and equitable Greenway vision.
 
Our public/private partnership is stronger than it has ever been. Beyond consistent meetings with neighborhood groups that span the length of the park, our unusual Board composition provides excellent communication, both internal and external.  The Conservancy Board is comprised of one member each from North End/Waterfront association and council, one member each from the Wharf District and Leather District councils, one member each from Chinatown Neighborhood Council and Chinatown Residents Association, one member each from the Executive Office of Energy and Environment and the Department of Transportation, one State-appointed member, two members appointed by the Mayor's office, two appointed by the Governor's office, and the remaining Board members selected by majority vote.  Diverse by composition, the Board is united in moving The Greenway confidently into its future.  Key stakeholders, including abutting residential and commercial abutters, provide input and are our best park users.
 
 
 

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $6,110,162 $7,396,245 $5,547,377
Total Expenses $5,547,577 $9,219,937 $4,236,046

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $2,000,680 $3,529,404 $1,903,600
    Federal -- -- --
    State $1,992,680 $3,185,404 --
    Local -- -- --
    Unspecified $8,000 $344,000 $1,903,600
Individual Contributions $1,107,311 $2,288,123 $601,996
Indirect Public Support -- -- --
Earned Revenue $956,687 $1,142,095 $578,124
Investment Income, Net of Losses $850,914 $-730,062 $1,676,069
Membership Dues -- -- --
Special Events $423,880 $352,390 $423,219
Revenue In-Kind $746,307 $1,106,564 $332,171
Other $24,383 $-292,269 $32,198

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $4,683,253 $7,988,913 $3,369,638
Administration Expense $342,960 $496,194 $367,495
Fundraising Expense $521,364 $734,830 $498,913
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.10 0.80 1.31
Program Expense/Total Expenses 84% 87% 80%
Fundraising Expense/Contributed Revenue 15% 12% 17%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $20,700,534 $20,094,385 $21,953,882
Current Assets $1,736,130 $1,515,214 $1,646,937
Long-Term Liabilities $0 $0 $0
Current Liabilities $362,620 $319,056 $354,861
Total Net Assets $20,337,914 $19,775,329 $21,599,021

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 $13,669,870.00
Spending Policy Percentage
Percentage(If selected) 4.5%
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 4.50

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? --

Short Term Solvency

Fiscal Year 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 4.79 4.75 4.64

Long Term Solvency

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

CEO/Executive Director/Board Comments

2016 (FY16) was the Conservancy’s first January 1 - December 31 fiscal year, following the 2015 approval by the Board of Directors of a change from July 1-June 30.

The private sector generously contributed 62% of revenue for the public park in 2016. Revenue from the Greenway Gala fundraising event and the second year of our young professional event, Glow in the Park, grew to $423K (net). Earned income continued its strong growth trajectory, nearing a million dollars in 2016; good weather propelled Greenway Carousel ticket sales to record levels and the Mobile Eats Program drew higher “rents” from the trucks. MassDOT continued to provide ~$2M in cash for maintaining and repairing the park’s hardscape and horticulture assets.

Programmatic expenses represented 84% of the total $5.23M in operating expenses. Major programmatic expense categories include organic landscape care, park maintenance, 400+ free public programs, and public art installations. Administrative expenditures remained low in 2016, as we implemented cost savings measures in payroll processing and telecom. Fundraising costs were slightly lower due to a part-year vacancy in a senior position.

In keeping with our investment policy, the Conservancy continued to draw from the endowment at a Board-approved 4.5% sustainable rate to fund current operations. The 2016 draw of $638K was more than covered by the Conservancy’s $850k in investment income.

The Greenway operates with a public/private funding model. Since its founding, the Conservancy has leveraged its government support to raise more than $37M through philanthropy and other private funds.


Foundation Comments

Financial summary data in the charts & graphs above is per the organization's audited financials and reflects both operating and non-operating revenue. Contributions from foundations and corporations are listed under individuals when the breakout was not available.
 
Please note, in 2015 the organization changed its fiscal year end from a July 1 - June 30 fiscal year to a January 1 - December 31 fiscal year. As such, the FY15 audited financial statement posted above, and related data in the charts & graphs, covers 18 months (June 30, 2014 - December 31, 2015). As well, for FY15, depreciation data was provided by the nonprofit and is reflected in both the total expense amount and the functional expenses. A short year IRS Form 990 covering a 6 month period (July 1, 2015 - Dec. 31, 2015) is posted above due to the change in fiscal year.
 

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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