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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
Howard Breslau
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 Printable Profile (Summary / Full)
EIN 20-1678932

LAST UPDATED: 07/20/2018
Organization DBA Rose F. Kennedy Greenway Conservancy
Greenway Conservancy
The Greenway
Rose Kennedy Greenway Conservancy
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes



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 operates 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 operates the 1.5-mile Greenway on behalf of the public.

FinancialsMORE »

Fiscal Year Jan 01, 2018 to Dec 31, 2018
Projected Income $5,537,400.00
Projected Expense $5,500,227.00

ProgramsMORE »

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

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


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 operates the 1.5-mile Greenway on behalf of the public.

Background Statement

The Greenway Conservancy was established as a non-profit organization in 2005 to guide the emerging park system and raise funds for an endowment and operations. 2008 legislation established the Conservancy as the designated steward of the parks; the Conservancy took over park operations in 2009. The Conservancy is delivering a park that is a neighborhood amenity, an economic driver and a world-class destination.

The 17-acre Greenway is one of only a few urban parks nationwide that is maintained organically. Our careful stewardship is on display in the care of our vibrant parks, with their diverse horticulture collections, seven water features, and popular plazas. Community members donate more than 4,000 hours annually to help maintain the Greenway’s gardens and lawns, and their praise of our volunteer program has earned the Conservancy the top-rating from GreatNonprofits for six straight years.

The Conservancy’s programming and improvements have bought the park to life. The Greenway hosts 400+ free programs annually—from free fitness classes to Berklee College of Music concerts to the Greenway Open Market showcasing the work of local artisans. Partnerships with the Celebrity Series and the Boston Ballet have brought free, world-class performances to the public. Our nationally recognized Mobile Eats food truck program, Wi-Fi, moveable furniture, and seasonal planters have created welcoming spaces for all. The one-of-a-kind Greenway Carousel at The Tiffany & Co. Foundation Grove, created by a Massachusetts sculptor, is the most accessible in New England. Temporary installations of contemporary public art including the monumental Janet Echelman aerial sculpture and the Greenway Wall murals have altered the conversation about public art in Boston. BostInno awarded the Conservancy a “50 on Fire” Award in Arts & Culture and has written, “The Greenway … has quickly earned the reputation of being one of the most innovative spots in all of Boston.” The Conservancy continues to make creative additions to the park, including the beer garden and zipline, both new in 2017. Annually, more than 1.4M visitors utilize the parks—including tourists from throughout the world, downtown workers, residents of the surrounding neighborhoods, and people of all income levels, ages and races from throughout the city.

Impact Statement

2017 Accomplishments

  • We drew over 1,400,000 visitors for our events, Greenway Carousel, Mobile Eats, and fountains, plus millions more who casually enjoyed the parks.
  • Presented Public Art installations including commissioned artworks on our Playful Perspectives theme, along with a selection of works by local artists.
  • Introduced Boston’s fully open-air beer garden, the Trillium Garden, as well as the first zipline in downtown Boston, known as The Z.
  • Our Volunteer Program facilitated over 4,000 volunteer work hours by 640 community volunteers, helping to improve and maintain horticulture through our award-winning organic landscape care.

2017 Goals

1. Maintain and improve an exceptional Greenway

  • Continue high-quality care, with improvements in Chinatown
  • Complete Year 1 Capital Plan work (Rings Fountain basin maintenance & vehicle acquisition) and begin Year 2 Capital Plan work
  • Achieve public and donor acclaim for on-time, on-budget Lynch Family Garden placemaking improvements
  • Help protect public interests pertaining to abutting irrigation and street tree work and upgrade related Greenway irrigation controllers

2. Connect people with engaging experiences

  • Maintain 1.4M tracked attendance with focus on high quality partners and diverse offerings
  • Pilot second beer garden while maintaining total revenue to Conservancy
  • Grow corporate volunteer program and deepen relationships with individual volunteers
  • With successful 2018 GLOW installations and 2019 planning, grow public art reputation and audience

3. Increase and diversify funding and engagement

  • Achieve earned income and fundraising revenue goal of $2.4M for 2018 operations and $0.2M for capital
  • Support the July 1 launch of a Business Improvement District with efficient governance
  • Conclude Strategic Business Plan with stakeholders aligned; organization prepared for fundraising campaign; and a communication strategy for message clarity and diversification of audience

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 Greenway is there for the public. It’s there in the interactive art installations and the fog rolling off the lights at the Rings Fountains. It’s there when you want to sip a craft beer in a beautiful setting, or ride a carousel lobster steps from the Harbor, or tango under the trees on a summer night. And it’s there to stay.

This year marks an amazing time of stability for The Greenway. The Greenway Conservancy signed a long-term agreement with the Massachusetts Department of Transportation, launching an upcoming decade where park planning and care can flourish. The Commonwealth of Massachusetts, the City of Boston, the Greenway Conservancy, and a key business group of abutting property owners also reached an agreement for foundational funding that will ensure first-class upkeep of The Greenway. With this stability comes an even stronger asset to Boston and Massachusetts and an opportunity for the Conservancy to build deeper philanthropic relationships for programming and improvement.

The Greenway is a park of innovation; from the organically-maintained gardens, to an early large-scale free WiFi system, to hosting the first gourmet food trucks in Boston. This year, we added the outdoor beer garden and downtown zipline to that list of firsts. The Trillium Garden on The Greenway created a beautiful space for neighbors, visitors, friends and families to gather under the lights and toast the local beer scene. The Z, a three-story, 220’ zipline, gave riders a unique view of downtown Boston, the waterfront and The Greenway corridor.

Audiences were again delighted with cutting-edge art, programs and maintenance. Visitors explored our artworks around the theme of Playful Perspectives, getting up close with a 3D rooster-printing machine (Chris Templeman’s Make and Take), a mysterious house (Mark Reigelman’s The Meeting House) and a perspective-bending Ames room (Meredith James’ Far from this setting in which I now find myself). Diner en Blanc and Let’s Dance Boston brought people together for celebration in The Greenway’s iconic spaces. Millions enjoyed updated fountains, new garden spaces, 35 food trucks, and almost 400 free events. Children from the Boys and Girls Clubs of Boston laughed on our Greenway Carousel and hula hooped on our organic lawns.

As we look to the future, we thank you for the glasses you raised, the art you pondered, and the public space you appreciated on The Greenway in 2017. We look forward to what 2018 will bring!

Jesse Brackenbury

Executive Director

Board Chair Statement


Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
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)



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  $2,735,000.00
Category  Environment, General/Other Horticulture
Population Served General/Unspecified
Program Short-Term Success 


  • Continue high-quality care, with improvements and increased cleanliness in Chinatown
  • Complete Rings Fountain basin work on time and within budget
  • Return swinging benches to North End
  • Contribute to design and installation of major Public Art and Horticulture initiatives
  • Complete first phase replacement of single trash receptacles with dual trash/recycling units
  • Restore hardscape assets in Wharf District
  • Plan for 2019 Rings Fountain vault repairs



  • Continue high-quality organic care of The Greenway and contracted areas. Inventory all public and private green space abutting The Greenway and consider for possible future expansion of contracted care.
  • Successfully complete the Lynch Family Garden project on time and on budget.
  • Help protect public interests pertaining to abutting irrigation and street tree work and upgrade related Greenway irrigation controllers.
  • Support the successful installation and site remediation of 2018 Public Art exhibitions
  • Expand external horticulture assistance through additional corporate volunteer days, deepened individual volunteer opportunities, and expanded pro bono assistance from horticulture professionals.


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 for the past six years.


Park Rangers

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 from throughout the world, to the disabled and families with young children. Key program partners include the Pine Street Inn, Healthcare for the Homeless, Boston Police Department, St. Francis House, Bay Cove Human Services, St. Anthony’s Shrine, the MBTA, the Business Improvement District (BID), Roxbury Youth Works, Boston Public Health Commission and the Massachusetts Department of Mental Health.

Budget  $123,000.00
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 5000+ 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.
  • Educate the public to decrease the number of bicycles ridden on the Greenway and identify priority areas for additional bike racks.
  • Expand network of social service providers and strengthen relationships with current collaborators.


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 the Boston Police Department, abutters and other program partners to coordinate efforts to mitigate negative behaviors in and around the park.

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.


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 2017, the Conservancy’s programs drew over 1,400,000 visitors, making The Greenway one of Massachusetts’ top-ten attractions.

Budget  637,000
Category  Recreation & Sports, General/Other Parks, Recreation & Leisure Facilities
Population Served General/Unspecified
Program Short-Term Success 
  • Attendance: Maintain 1.4M tracked attendance, with focus on high-quality partners and diverse offerings.
  • Revenue: Generate $1.1M in earned revenue
  • Community: Deepen relationships with programmatic providers (improving insurance and trash removal concerns for community events), Chinatown (through learning series), and play partners (improving Downtown Playdates).
  • Excellence: Push for innovation and enhancement, including more standardization of RFPs and training, 2nd beer garden implementation, creation and distribution of experiential marketing brochure, increase of corporate volunteerism to offer 33 events, and new programmatic pilots.
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 1.4 million visitors in 2017, a 1,358% increase over the 96,000 of eight 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

The Conservancy is building an internationally-recognized contemporary public art program that, in the words of the Bay State Banner, “takes art from behind the expensive ticket price and the velvet rope, and makes it a part of life.” Rotating exhibitions—often presented in partnership with area museums—give the public access to the work of world-renowned artists, as well as local artists with rising reputations, in spaces that thousands of people pass through during the course of their daily routines. Public programming and Arts Ambassadors engage visitors in activities and discussions that contextualize and illuminate the exhibitions. Youth Adventure Days bring hundreds of children from low-income Boston neighborhoods to The Greenway each year to explore the art.

Budget  $587,000.00
Category  Arts, Culture & Humanities, General/Other Public Art Programs
Population Served General/Unspecified
Program Short-Term Success 


  • 8-12 artworks exhibited each year
  • At least 15 Arts Ambassadors hired and trained in collaboration with Volunteer program; Art Ambassadors engage over 1,000 visitors in conversations about the art, answer questions, and provide information
  • Youth Adventure Days engage at least 350 low-income Boston youth
  • Public Art blog features 5 to 8 interviews, videos, and other behind-the-scenes stories about the artworks
  • Artworks receive publicity and positive reviews in local, regional and national publications—both art publications and popular press
  • High-quality public art proliferates throughout Greater Boston


Program Long-Term Success 


  • The Public Art Program continues to present world-class exhibitions that are relevant to Boston’s diverse visitor and resident populations, and deepens public understanding of these works through programming including artist talks, Art Ambassadors, and Youth Adventure Days.
  • The Public Art Program gives artists opportunities and support to take their work to new levels.
  • The Conservancy expands awareness and deepens understanding of the Greenway Public Art Program, in order to help expand public perceptions about what public art can be, and what it can do for our city.
  • The Conservancy continues to lead and transform the landscape of public art in Boston, and The Greenway is internationally known as a showcase for temporary public art exhibitions and programming, available and accessible to all.


Program Success Monitored By 
  • Information audience demographics and reactions to the artworks gathered by the Art Ambassadors through questionnaires and conversations
  • 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 seven works presented on The Greenway in their annual list of the top 50 public art projects for the Public Art Network Year in Review: Spaces of Hope by Mehdi Ghadyanloo (2018), Far from this setting in which I now find myself by Meredith James (2018), The Meeting House by Mark Reigelman (2018), 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


CEO/Executive Director Mr. Jesse Brackenbury
CEO Term Start Jan 2013
CEO Email
CEO Experience
Jesse Brackenbury leads the Conservancy’s public-private partnership with a keen understanding of The Greenway’s position as an economic driver for the Commonwealth and its role as both a front-yard for neighbors and a destination for visitors. Jesse works with the Board of Directors on strategic planning and revenue generation, and he oversees organizational management and external relations.

Under Jesse’s leadership, the Conservancy has opened the landmark Greenway Carousel at The Tiffany & Co. Foundation Grove, built the free Wi-Fi network, and become a leader in temporary exhibitions of contemporary public art with installations including the Janet Echelman sculpture. Jesse was the creator and manager of the nationally recognized Greenway Mobile Eats Program, which has significantly grown the Conservancy’s earned income. 

Jesse was recognized by the Greater Boston Chamber of Commerce as one of the 2015 "Ten Outstanding Young Leaders" and by the Boston Business Journal as one of their 2014 “40 Under 40” honorees. Jesse serves on the Downtown Waterfront Municipal Harbor Plan Advisory Committee and the state’s Public Market Commission. He previously served on Governor Deval Patrick’s Public Art Task Force.

Jesse joined the Greenway Conservancy as Chief Operating Officer in December 2009 and has led the Conservancy since February 2013. Prior to joining the Conservancy, Jesse was 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 a billion-dollar capital budget and managed a 14-person special projects team. Jesse has also implemented a leadership development program with the United Nations World Food Programme in Italy. Jesse 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. 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.

Ms. Tracey Cooke Director of Finance and Administration Tracey joined the Conservancy in October 2017 and is responsible for oversight of financial accounting and reporting, human resources, and office administration. Tracey’s former roles include Director of Finance and Business Operations for the South Shore Natural Science Center, a non-profit natural science education organization, Senior Finance Manager-Corporate Lending for Bank of Boston, and various financial positions at Air Products and Chemicals, Inc. She holds an MBA from Lehigh University and a BS in Accounting from Bloomsburg University.
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. Stuart Shillaber Director of Horticulture Stu joined the Conservancy in May of 2009 as a member of the Horticulture staff and in April of 2011 assumed his current role as Superintendent where he currently oversees a department of 7 staff that are charged with the care of the Greenway’s lawns, trees and plant collections. He also plays a leading role in the Horticultural education and the management of the Conservancy’s Volunteer Program. Stu’s previous experiences have led him to run his own successful Design/Build/Maintain Landscaping business and as a Supervisor with the Central Park Conservancy in New York City. He is a AOLCP with NOFA and a graduate of the University of Rhode Island with a degree in Urban Horticulture & Turfgrass Management.
Mr. Robert Stigberg Director of Maintenance and Security --


Award Awarding Organization Year
Top 50 Public Art Projects - Far from this setting in which I now find myself by Meredith James Americans for the Arts 2018
Top 50 Public Art Projects - Spaces of Hope by Mehdi Ghadyanloo Americans for the Arts 2018
Top 50 Public Art Projects - The Meeting House by Mark Reigelman Americans for the Arts 2018
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 2017
Top 50 public art projects - Wandering Sheep, by Kyuseok Oh Americans for the Arts 2016
Top Rating 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 2015
40 Under 40 - Jesse Brackenbury, Executive Director Boston Business Journal 2014
Excellence Award Finalist Massachusetts Nonprofit Network 2014
Top Rating 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 2013
Winner, Arts & Entertainment, 50 on Fire Bostinno 2013
Certified Wildlife Habitat National Wildlife Federation 2012
Top Rating 2012


Affiliation Year
-- --
Member of state association of nonprofits? Yes
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 35
Number of Part Time Staff 6
Number of Volunteers 640
Number of Contract Staff 2
Staff Retention Rate % 81%

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


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. 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
Robertstone Goodridge Community Advocate Voting
Doug Husid Goulston & Storrs Voting
Karen Johnson The Debt Exchange Voting
Jim Kalustian Healthcare Entrepreneur Voting
Beedee Ladd Environmental Advocate Voting
Susanne Lavoie Wharf District Council 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

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: 15
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 9
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



Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $8,901,360 $6,110,162 $7,396,245
Total Expenses $5,643,056 $5,547,577 $9,219,937

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $2,093,167 $2,000,680 $3,529,404
    Federal -- -- --
    State $2,090,167 $1,992,680 $3,185,404
    Local -- -- --
    Unspecified $3,000 $8,000 $344,000
Individual Contributions $2,192,794 $1,107,311 $2,288,123
Indirect Public Support -- -- --
Earned Revenue $1,188,861 $956,687 $1,142,095
Investment Income, Net of Losses $2,427,489 $850,914 $-730,062
Membership Dues -- -- --
Special Events $438,553 $423,880 $352,390
Revenue In-Kind $506,200 $746,307 $1,106,564
Other $54,296 $24,383 $-292,269

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $4,610,766 $4,683,253 $7,988,913
Administration Expense $438,814 $342,960 $496,194
Fundraising Expense $593,479 $521,364 $734,830
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.58 1.10 0.80
Program Expense/Total Expenses 82% 84% 87%
Fundraising Expense/Contributed Revenue 13% 15% 12%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $24,061,082 $20,700,534 $20,094,385
Current Assets $2,379,103 $1,736,130 $1,515,214
Long-Term Liabilities $0 $0 $0
Current Liabilities $464,864 $362,620 $319,056
Total Net Assets $23,596,218 $20,337,914 $19,775,329

Prior Three Years Top Three Funding Sources

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

Financial Planning

Endowment Value $14,154,770.00
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 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 5.12 4.79 4.75

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

Private support for the public park represented 67% of all revenue in 2017.

Donations, including operating and non-operating contributions, grants, events and pledges, totaled $2.9M in 2017. This was boosted by a large contribution and pledge for the 2018 renovation, endowment, and naming of a Greenway garden. Revenue from the Greenway Gala and Glow in the Park fundraising events were a record $438K, net. Earned income continued its strong growth trajectory, hitting a record $1.19 million in 2017, due largely to the creation of a new beer garden and the expansion of the Mobile Eats Program. MassDOT continued to provide ~$2.3M in cash and in-kind support for maintaining and repairing the park’s hardscape and horticulture assets; additionally they provided funds for emergency capital repairs due to a broken water pipe.

Programmatic expenses, including organic landscape care, park maintenance, 400 free public programs, public art installations and more, represented 81% of the total $5.3M in operating expenses. Administrative expenditures increased due to higher legal costs and the adoption of a more conservative overhead allocation policy. Fundraising costs were higher after filling a senior position that had been vacant for part of 2016.

In keeping with our investment policy, the Conservancy continued to fund current operations with an endowment draw at a Board-approved 4.5% sustainable rate. Favorable market performance helped investment income rebounded significantly in 2017, which more than covered the $638k endowment draw.

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.


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?