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Huntington Theatre Company Inc.

 264 Huntington Avenue
 Boston, MA 02115
[P] (617) 266-7900
[F] (617) 353-8300
Lisa McColgan
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 Printable Profile (Summary / Full)
EIN 22-2659560

LAST UPDATED: 08/21/2018
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes


Mission StatementMORE »

The Huntington Theatre Company engages, inspires, entertains, educates, and challenges audiences with culturally diverse theatrical productions that range from the classics to new works; trains and supports the next generation of theatre artists; provides arts education programs that promote life-long learning to a diverse community; provides critical services in support of Boston’s dynamic theatrical community; and celebrates the essential power of the theatre to illuminate our common humanity. 

Mission Statement

The Huntington Theatre Company engages, inspires, entertains, educates, and challenges audiences with culturally diverse theatrical productions that range from the classics to new works; trains and supports the next generation of theatre artists; provides arts education programs that promote life-long learning to a diverse community; provides critical services in support of Boston’s dynamic theatrical community; and celebrates the essential power of the theatre to illuminate our common humanity. 

FinancialsMORE »

Fiscal Year July 01, 2018 to June 30, 2019
Projected Income $15,816,528.00
Projected Expense $15,396,910.00

ProgramsMORE »

  • Education and Community Programs
  • New Play Development
  • Supporting the Local Performing Arts Community
  • World-Class Theatre Productions

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 Huntington Theatre Company engages, inspires, entertains, educates, and challenges audiences with culturally diverse theatrical productions that range from the classics to new works; trains and supports the next generation of theatre artists; provides arts education programs that promote life-long learning to a diverse community; provides critical services in support of Boston’s dynamic theatrical community; and celebrates the essential power of the theatre to illuminate our common humanity. 

Background Statement


The Huntington is Boston’s leading professional theatre. Led by Artistic Director Peter DuBois and Managing Director Michael Maso, the Huntington brings world-class theatre artists from Boston and beyond together with new talent to create exciting seasons of new works and classics made current. Founded in 1982 by Boston University and incorporated as an independent nonprofit in 1986, the Huntington has played to an audience of over 3.5 million, presented 217 plays (18 of which went on to Broadway or Off-Broadway), and served over 500,000 students and community members. A national leader in new play development, the Huntington has produced 116 New England, American, and world premieres. It supports local writers through a Playwright Residency, the annual Summer Workshops and Breaking Ground Festival, and the Playwriting Fellows program. Huntington Education and Community Programs engage 36,000+ students and underserved adults each year, and include the Student Matinee Series, the August Wilson Monologue Competition program partnering with 16 Boston Public high schools, a 16-year Humanities residency with Codman Academy Charter Public School, facilitation of the statewide Poetry Out Loud Competition for 85+ high schools serving over 23,000 students each year, a teen play development program called Not Waiting on the World to Change, an arts partnership with the neighboring YMCA, ASL and Audio-Described performances, and the Community Membership Initiative, which works with 180+ organizations to reduce socioeconomic impediments to theatre and build an audience better reflecting Boston’s diversity. The Huntington built the Stanford Calderwood Pavilion at the Boston Center for the Arts in 2004 as a home for new works activities and a much-needed resource of subsidized spaces and audience services for smaller theatres. Since the Calderwood Pavilion opened, it has engaged more than one million audience members and community groups and been home to 7,500 performances of 660 productions by dozens of performing arts companies. Following our separation from Boston University and its sale of the Huntington Avenue Theatre in 2016, the Huntington established a partnership with the purchasing developer giving us permanent control of the historic theatre space. We are launching a full-scale campaign to provide funds to renovate the theatre and expand our lobbies and public spaces to better serve our audiences, artists, and community.


Impact Statement


2016-17: Following its separation from BU, the Huntington reached an agreement with the purchasing developer of the theatre to allow long-term exclusive control of the historic space and its service wing. The mainstage season included Sondheim’s Sunday in the Park with George, Tiger Style! by Mike Lew, Bedroom Farce by Alan Ayckbourn, Ibsen’s A Doll’s House, Topdog/Underdog by Suzan-Lori Parks, The Who & the What by Ayad Akhtar, and Ripcord by David Lindsay-Abaire. Acclaim in 2016 included 8 Independent Reviewers of New England Awards (IRNE) and 4 Elliot Norton honors. In June the Huntington opened its new Production Center in Everett containing its scenery, paint, and prop shops. The National Arts and Humanities Youth Program Awards honored the Huntington-Codman Academy Summer Theatre Institute as a National Finalist. The Huntington expanded its Community Membership Initiative audience engagement program to include 2 smaller theatres, Lyric Stage and SpeakEasy Stage.

2017-18: The Huntington is in advanced planning of a full-scale campaign to fund renovating the Theatre and expanding our public spaces to better serve our community. The Huntington is embarking on a period of unprecedented transition with an entirely new independent organizational model that will allow year-round programming for the first time in the theatre’s history. Operations will be sustained during the multi-year renovation process transforming the Huntington Avenue Theatre – into an expanded theatre complex serving the community in the model of the Calderwood Pavilion. The Huntington’s mainstage season includes Sondheim’s Merrily We Roll Along, Ken Urban’s A Guide for the Homesick (world premiere), Moliere’s Tartuffe, Bad Dates by Theresa Rebeck, Skeleton Crew by Dominique Morisseau (New England premiere), Caryl Churchill’s Top Girls ,and Fall by Bernard Weintraub (world premiere). The Huntington is expanding its Access programs to include additional ASL and Audio-Described performances.

Needs Statement


Ticket sales cover about half of the Huntington’s operating costs. Support from individual and institutional donors helps to fund:

1. The upcoming large-scale comprehensive campaign supporting the renovation and transformation of the Huntington Avenue Theatre, expansion of operations, and a quasi-endowment ensuring long-term sustainability;

2. The mainstage season of eight productions and general operations;

3. Developing new plays through the Huntington Playwriting Fellows program, the Playwright Residency, and the annual Summer Workshops and Breaking Ground Festival;

4. Free theatre arts education to 29,000 students across the state, with a particular focus on arts education in Boston Public High Schools;

5. Access to theatre for audiences of all incomes and physical abilities;

6. Work by dozens of small and mid-sized performing arts organizations at the Calderwood Pavilion, where the Huntington provides below-market rental of rehearsal and performance spaces, ticketing, front-of-house staff, and technical services.


CEO Statement


Board Chair Statement


Geographic Area Served

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

The Huntington serves over 200,000 students, audience members and community members each year across the state, with the majority of the audience concentrated in Greater Boston.

The Huntington has an annual audience of over 130,000, and provides support services for 55,000 audience members through operation of the Calderwood Pavilion.  Education and Community programs reach over 36,000 students and low-income adults statewide each year.

Organization Categories

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

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



Education and Community Programs

Through a range of nationally renowned education and community programs, the Huntington serves 33,000 students and under-served community members each year. These programs include:
  •  The Student Matinee Series, bringing more than 4,000 students from 65 schools to experience live theatre at the Huntington each year,
  • The Codman Academy Charter Public School partnership, teaching145 students a humanities and theatre arts curriculum based on the Huntington’s professional season,
  • Poetry Out Loud, coaching over 23,000 high school students statewide,
  • The August Wilson Monologue Competition, an 8-week classroom residency program for 400 students from 11 urban Boston schools,
  • Access initiatives, using ASL interpretation, audio description and other services to reduce barriers for over 3,500 audience members, and
  • Community Connections and Community Membership, offering over 4,000 low-income audience members free or dramatically reduced-cost tickets each year.
Budget  $672,000.00
Category  Arts, Culture & Humanities, General/Other Theater Arts Instruction
Population Served Adolescents Only (13-19 years) Poor,Economically Disadvantaged,Indigent People/Families with of People with Disabilities
Program Short-Term Success 

Specific goals for education programs in the 2015-2016 season include:

  • Piloting Not Waiting On The World To Change, a new Anti-Bullying Initiative
  • Align our Student Matinee Series and curriculum to meet at least 16 of the Common Core academic standards for English Language Arts
  • Creation of a best practices curriculum that teachers anywhere in the state may use to participate in the August Wilson Monologue Competition
  • Continue to grow Poetry Out Loud statewide,
  • Introduce workshops for August Wilson and Poetry Out Loud school-level winners
  • Engage an outside evaluator to assess the Huntington’s impact at the Codman Academy Charter Public School and all the Huntington’s education programs
  • Increase participation in Community Membership to over 5,000 reduced-cost and free tickets during the 2015-2016 Season
Program Long-Term Success 

Since 1982, the Huntington has integrated the education of young people, both as artists and as arts enthusiasts into its mission. Programs satisfy at least one of the following goals:

  1. Provide students with a range of opportunities to attend productions, learn about theatre arts, and connect with broader academic goals;

  2. Use the arts to engage students in 21st century student outcomes (a blend of specific skills, content knowledge, expertise and literacies);

  3. Create support systems for teachers and schools in standards and assessments; curriculum and instruction; professional development; and learning environments);

  4. Remove all social, financial and physical barriers to participation in a live theatre experience or arts education program;

  5. Grow our education and community programming to over 33,000 participants each year in all programming.

Program Success Monitored By 

A primary goal of all of the Huntington’s programs is to connect live theatre in the school and community environment to a full range of academic subjects. Its Education Department records the number of participating students, and when available their demography, for every school, with specific measures taken for each program such as the number of students in the Student Matinee Series that participate in a pre-performance visit with a Huntington Teaching Artist or the number of students in the August Wilson Monologue Competition that successful memorize and perform their text. Participants in all programs are urged to complete pre- and post-program surveys where learning and social skills can be measured. Process journals and video evaluation methods are also employed. In more academic residencies, improvements in standard test scores such as the MCAS and Degrees of Reading Power exams are measured. The education department does an internal review of all of its programs annually.

Examples of Program Success 

Participation in the Education and Community programs continues to grow, serving more than 33,000 in the 2014-2015 Season. Highlights include:

  • over 4,000 students from 56 schools in our Student Matinee Series
  • Codman Academy Charter Public School continued its success:
    • MCAS English Language Arts Achievement scores 17 points above the Boston average,

    • Graduates have a 100% college acceptance rate,

    • A combined Student Growth Percentile (SGP) that is the 4th highest in Massachusetts

  • August Wilson Monologue Competition grew to 400 students in 11 Boston Public high schools
  • Poetry Out Loud involved 22,746 students from 85 schools--in the top five states nationally for participation
  • Access Programs, Community Membership, and free ticket programs reached roughly 6,500 audience members.

New Play Development

The Huntington has produced over 110 regional, American, and world premieres and is an acknowledged leader in the cultivation of new voices for the American theatre. In 2013 the Huntington received the Regional Theatre Tony Award, not only for sustained excellence in theatre, but also for its work to bring new plays to life. In the 2017-18 season, we are producing two world premieres and one New England premiere. The Huntington Playwriting Fellows program selects four playwrights to participate in a two-year cohort during which they share work at bi-weekly meetings, have access to the Huntington's artistic staff, and have opportunities to develop their work in the Breaking Ground reading series or the Summer Development Workshop. Huntington Playwriting Fellow Melinda Lopez is in a playwright residency supported by the Andrew W. Mellon Foundation, where her primary objective is to write plays and participate in other new play development activities.

Budget  $260,000.00
Category  Arts, Culture & Humanities, General/Other Arts, Culture & Humanities, General/Other
Population Served Adults
Program Short-Term Success 

The 2014-2015 season included one world premiere by a Playwriting Fellow, The Second Girl by Ronan Noone, and one important second production of Ether Dome by Elizabeth Egloff. The 2015-2016 season in includes four world premieres: Choice by Winnie Holzman, A Confederacy of Dunces by Jeffrey Hatcher based on the novel by John Kennedy Toole, Can You Forgive Her by Gina Gionfriddo, and I Was Most Alive With You by Craig Lucas.

As of the close of the 2014-2015, the Huntington has produced 12 plays by Playwriting Fellows.


Program Long-Term Success  The development of new work has been part of the Huntington's mission since 1982.  In 2013, the Huntington received the Regional Theatre Tony Award. The award committee cited the Huntington's work in new play development as a key reason for the honor.The Huntington has produced over 100 world and regional premieres of plays, with new works featuring prominently in its production seasons. Since the start of the Huntington Playwriting Fellows program, a dozen plays by HPFs have been produced as part of the main stage subscription season. 
Program Success Monitored By 

The Huntington's artistic team includes a Director of New Work and Dramaturg who routinely work with playwrights in the development of their work. Success in new work development is evaluated by serving the needs of the playwrights and their plays in the evolution and production of the work. Another measure is whether a work developed by the Huntington goes on to future productions at other theatres.  Success is also measured in audience size and response to a new work.

Examples of Program Success  Since 2008, 12 plays written by Huntington Playwriting Fellows have been nominated for an Elliot Norton award for Best New Play, either for a production at the Huntington or at another local theatre company.  The process of developing and producing new plays has been a positive one for playwrights, for their plays, and for Huntington audiences.  In the 2015-2016 season, four of the eight plays in the Huntington season are world premieres.

Supporting the Local Performing Arts Community

The Huntington Theatre Company was instrumental in raising the funds for, designing, and building the Stanford J. Calderwood Pavilion at the Boston Center for the Arts.  The Pavilion opened in 2004, and the Huntington operates the facility on behalf of all the organizations that use its performance spaces, rehearsal halls and meeting rooms. While there is a focus on performing arts, the Pavilion was also built to serve the community and be a local hub of cultural activity.
The Pavilion's venues include the 370-seat Virginia Wimberly Theatre and the 220-seat Roberts Studio Theatre.  There are also two large rehearsal halls that have evolved into smaller performance venues to meet the needs of smaller theatre companies whose works require a more intimate setting. 
Pavilion support operations include providing box office services, front-of-house management, online marketing and ticketing services through Boston Theatre Scene, and technical production support. 
Budget  $800,000.00
Category  Arts, Culture & Humanities, General/Other Theatrical Performances
Population Served Adults Adolescents Only (13-19 years)
Program Short-Term Success 

In the 2014-2015 season the Calderwood Pavilion served 57 organizations of all types, including 28 performing arts organizations that used the building for auditions, rehearsals, performances, readings, workshops, classes, celebrations, and meetings. Users ranged from Baby Wiggles daily music classes for toddlers, to the annual two-day Boston Theatre Marathon of 10-minute plays, to corporate meetings, and weddings. The Huntington supported performing arts organizations with ticketing services generating over $3.2 million for 832 performances of 39 productions for an audience over 55,000. This usage, audience size, and revenue generation has been consistent since the Huntington opened the Calderwood Pavilion in 2004.

Program Long-Term Success 

To quote the 2014 ArtsBoston report: “When the Calderwood Pavilion at the BCA opened 10 years ago in Boston’s South End, it became the region’s first newly constructed theatre since the 1920s. A partnership among the Huntington Theatre Company, the Boston Center for the Arts, the City of Boston, and commercial developer The Druker Company, the project is the epitome of multi-sector collaboration. To design and build the Calderwood – which includes a traditional proscenium, black box theater, and rehearsal studios – the Huntington Theatre Company spearheaded a successful $24 million capital campaign. The Calderwood Pavilion has been home to thousands of performances and events presented by more than 90 different organizations, including 40 theatre companies. In addition to having a positive impact on the Boston arts scene, the Calderwood has helped catalyze the development of the South End into one of Boston’s most desirable and dynamic neighborhoods.”


Program Success Monitored By  The Calderwood Pavilion operations are evaluated based on keeping the performance and meeting venues fully rented, on providing exceptional customer service and support services to all who use the Pavilion, and on the audience numbers for the year. 
Examples of Program Success 

Since the Huntington opened and started managing the Calderwood Pavilion in 2004, it has deepened its leadership role in Boston’s cultural community, promoting a vital arts presence in Boston’s South End neighborhood and serving as a core resource for dozens of small to mid-size performing arts organizations that use the Calderwood Pavilion and the other theatres at the Boston Center for the Arts. The Huntington has helped some of Boston’s best small theatre companies expand their artistic capacity and their audiences by providing subsidized rental fees, technical support, front-of-house staff, an increased web presence and live and on-line ticketing services.

World-Class Theatre Productions

The Huntington brings world-class theatre artists from Boston, Broadway, and beyond together with the most promising new talent to create eclectic seasons of exciting new works and classics made current. A national leader in the development of new plays, the Huntington has produced 116 New England, American, and world premieres to date. It supports local writers through its new playwright residency and the Huntington Playwriting Fellows program, the cornerstone of its new work activities.

Budget  $14,960,764.00
Category  Arts, Culture & Humanities, General/Other Theatrical Performances
Population Served Adults Adolescents Only (13-19 years) Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 

In the 2016-2017 Season the Huntington reached an audience of over 130,000.  Over 6,000 audience members engaged in post-performance discussions with staff, artists, and various subject experts speaking about the plays. The season included:


Sunday in the Park with George by Stephen Sondheim and James Lapine, directed by Peter DuBois. The Pulitzer Prize-winning musical on an artist’s search for love and inspiration. September 9 – October 16, 2016.

Tiger Style! by Mike Lew, directed by Moritz von Stuelpnagel. A searing comedy on race, parenting and success in a Chinese-American family. October 14 – November 13, 2016.

Bedroom Farce by Alan Ayckbourn, directed by Maria Aitkin. A comedy of marital misunderstandings. November 11 – December 11, 2016.

A Doll’s House by Henrik Ibsen, directed by Melia Bensussen. A groundbreaking new translation of an iconic classic drama. January 6 – February 5, 2017.

Topdog/Underdog by Suzan-Lori Parks, directed by Billy Porter (Broadway’s Kinky Boots and Shuffle Along). An explosive Pulitzer Prize-winning dark comic fable on race, brotherhood, and masculinity. March 10 – April 9, 2017.

The Who & the What by Ayad Akhtar, directed by Bevin O’Gara. A provocative drama on Muslim-American identity, feminism, and intergenerational conflict. March 31 – April 30, 2017.

Ripcord by David Lindsay-Abaire, directed by Jessica Stone. An uproarious comedy of mismatched roommates in an assisted living facility. May 26 – June 25, 2017.

Program Long-Term Success  The Huntington has been operating since 1982, expanding its programming to include a seven-play subscription season and an eighth non-subscription production each year for an audience of over 130,000 people a year. 
Program Success Monitored By 
Success for the Huntington's production seasons is measured in a number of ways.  Measures include feedback from the playwright, director, designers, technical and artistic teams who assess how well the content and vision of the play was executed by the team. We gather audience feedback in surveys and in comments on the website. We measure the success of meeting budget and ticket revenue goals for each production. 
Examples of Program Success 
The Huntington received the 2013 Regional Theatre Tony Award for sustained excellence and contributions to the American theatre over its entire history. 
The Huntington is known for exceptional production quality and for providing a range of work for our audiences. Our subscribers often note that they continue to subscribe because they know the productions will be beautiful and will often challenge them to think about a subject in a new way.  
The Huntington has been self-sustaining since 1982. 

CEO/Executive Director/Board Comments



CEO/Executive Director Mr. Michael Maso
CEO Term Start Oct 1982
CEO Email
CEO Experience

Michael Maso (Managing Director) has led the Huntington’s administrative and financial operations since 1982, producing more than 190 plays in partnership with three artistic directors and leading the Huntington’s ten-year drive to build the Stanford Calderwood Pavilion at the Boston Center for the Arts, which opened in September 2004. In recognition of these efforts, Boston Herald honored him as 2004’s Theatre Man of the Year. From 1997 to 2005 Mr. Maso served as the president of the League of Resident Theatres (LORT), an association of 70 of the country's major not-for-profit professional theatres. In 2005, he was named as one of a dozen members of the inaugural class of the Barr Fellows Program. He currently serves on the Boston Cultural Planning Steering Committee and previously served as a member of the board of directors of ArtsBoston; as a Board Member for Theatre Communications Group (TCG), the national service organization for not-for-profit theatre; as a site visitor, panelist, and panel chairman for the National Endowment for the Arts; as chairman of the Cultural and Scientific Directors Group; as a member of Mayor Menino’s Advisory Task Force for Cultural Planning; as a trustee of the Massachusetts Advocates for the Arts, Sciences, and Humanities (MAASH); as a board member of StageSource; as a member of The Boston Foundation’s Cultural Task Force; and as program consultant for the Arts Leadership Initiative of Business Volunteers for the Arts. He is the recipient of the 2014 Hyde Square Task Force Inspiring Leader Award, TCG’s 2012 Theatre Practitioner Award, the Huntington’s 2012 Wimberly Award, StageSource’s 2010 Theatre Hero Award, the 2005 Commonwealth Award (the state’s highest arts honor) in the category of Catalyst, and the 2000 Norton Prize for Sustained Excellence from the Boston Theatre Critics Association. Prior to coming to the Huntington, Mr. Maso spent three seasons as the managing director of the Alabama Shakespeare Festival. He has also served as the general manager of New York’s Roundabout Theatre Company, business manager for PAF Playhouse on Long Island, and an independent arts management consultant based in Taos, New Mexico. Mr. Maso is an associate professor of theatre at Boston University.

Co-CEO Mr. Peter DuBois
Co-CEO Term Start Jan 2008
Co-CEO Email
Co-CEO Experience

Peter DuBois (Artistic Director) is in his ninth season as Artistic Director at the Huntington where his directing credits include the world premieres of Lydia R. Diamond’s Smart People, Evan M. Wiener’s Captors, Stephen Karam’s Sons of the Prophet (2012 Pulitzer Prize finalist), Bob Glaudini’s Vengeance is the Lord’s, and David Grimm’s The Miracle at Naples; the regional premieres of Stephen Belber’s The Power of Duff and Gina Gionfriddo’s Becky Shaw and Rapture, Blister, Burn; and Craig Lucas’ Prelude to a Kiss. He will direct A. Rey Pamatmat’s after all the terrible things I do for the Huntington later this season. His West End/London credits include Rapture, Blister, Burn (Hampstead Theatre), All New People with Zach Braff (Duke of York’s Theatre), and Becky Shaw (Almeida Theatre). His New York credits include The Power of Duff with Greg Kinnear (New York Stage and Film/Powerhouse Theater); the premiere of Rapture, Blister, Burn (Playwrights Horizons, 2013 Pulitzer Prize Finalist); Sons of the Prophet (Roundabout Theatre Company, 2012 Pulitzer Prize Finalist); Modern Terrorism, Becky Shaw, Trust with Sutton Foster, All New People, and Lips Together, Teeth Apart (Second Stage Theatre); Measure for Pleasure, Richard III with Peter Dinklage, Mom, How Did You Meet the Beatles?, and Biro (The Public Theater/NYSF); and Jack Goes Boating with Philip Seymour Hoffman and The View From 151st Street (LAByrinth Theater Company/The Public Theater). Regional US and UK credits include productions at American Conservatory Theater, Trinity Repertory Company, Humana Festival of New Plays, Manchester Opera House, and King's Theater Glasgow. Before arriving at the Huntington, he served for five years as associate producer and resident director at The Public Theater, preceded by five years as artistic director of the Perseverance Theatre in Juneau, Alaska. Prior to his work at Perseverance, Mr. DuBois lived and worked in the Czech Republic where he co-founded Asylum, a multi-national squat theatre in Prague. His productions have been on the annual top ten lists of The New York Times, Time Out, New York Magazine, The New Yorker, Newsday, Variety, Entertainment Weekly, The Evening Standard, and Improper Bostonian, and he received an Honorable Mention for 2013 Bostonian of the Year by The Boston Globe Magazine.


Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Mr. Peter DuBois Artistic Director --
Mrs. Glenda Fishman Director of Financial Management --
Ms. Temple Gill Director of Marketing --
Ms. Sondra Katz General Manager --
Ms. Nina Nicolosi Director of Human Resources --
Ms. Margaret O'Brien Interim Co-Director of Education --
Mr. Tim O'Connell Director of Theatre Operations --
Ms. Elisabeth Rosenberg Saxe Chief Development Officer --
Ms. Alexandra Smith Interim Co-Director of Education --
Mr. Christopher Wigle Producing Director --
Mr. Todd Williams Production Manager --


Award Awarding Organization Year
Regional Theatre Tony Award American Theatre Wing 2013


Affiliation Year
League of Resident Theatres (LORT) --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


The Huntington has a 16-year humanities curriculum partnership with Codman Academy Charter Public School. The Education Department is currently working with 16 Boston Public High Schools for the August Wilson Monologue Competition Program and with 86 schools across the state for the Poetry Out Loud Competition. Our Community Membership program works with over 180 community organizations serving those with low income.

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 97
Number of Part Time Staff 90
Number of Volunteers 200
Number of Contract Staff 90
Staff Retention Rate % 89%

Staff Demographics

Ethnicity African American/Black: 6
Asian American/Pacific Islander: 2
Caucasian: 83
Hispanic/Latino: 4
Native American/American Indian: 0
Other: 17
Other (if specified): GLBT
Gender Female: 56
Male: 41
Not Specified 0

Plans & Policies

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

Risk Management Provisions


Reporting and Evaluations

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


Board Chair Mr. David R. Epstein
Board Chair Company Affiliation The Abbey Group
Board Chair Term July 2016 - June 2019
Board Co-Chair Ms. Sharon Malt
Board Co-Chair Company Affiliation --
Board Co-Chair Term July 2016 - June 2019

Board Members

Name Company Affiliations Status
Ms. Carole Alkins Retired Voting
Mr. David Altshuler Tech Foundation Voting
Mr. Neal Balkowitsch MAX Ultimate Food Voting
Mr. Michael Brown Volunteer Voting
Mr. John Cini High Output Voting
Mr. Gerard H. Cohen Western Carriers Voting
Dr. John Cohen Newton Wellesley Hospital Voting
Mrs. Sherryl Cohen Up Your Attic Antiques Voting
Ms. Carol Deane The Deane Group Voting
Mr. James Dillon Foley Hoag, LLP Voting
Mrs. Betsy Banks Epstein Community Volunteer Voting
Mr. William Finard Finard Properties Voting
Mr. David Firestone Firestone and Parson Voting
Mr. John Frishkopf NewStar Financial, Inc. Voting
Ms. Ann Hall Community Volunteer Voting
Mr. Thomas Hamilton III Dean and Hamilton Realtors Voting
Ms. Cassandra Henderson Community Volunteer Voting
Mr. Arthur C. Hodges Retired Voting
Mr. Frederick Jamieson Community Volunteer Voting
Ms. Nada D. Kane Community Volunteer Voting
Mrs. Michelle Karol Community Volunteer Voting
Ms. Carol Langer Retired Voting
Mr. David Leathers John Moriarty & Associates Voting
Ms. Joie Lemaitre Community Volunteer Voting
Ms. Rumena Manolova-Senchak Blackstone Advisory Partners Voting
Mr. William P. McQuillan Boylston Properties Voting
Ms. Ann Merrifield Community Volunteer Voting
Ms. Sandra Moose Strategic Advisory Services Voting
Ms. Anne Morgan Retired Voting
Mrs. Slocumb H. Perry Community Volunteer Voting
Mr. Warren R. Radtke Retired Exofficio
Mr. Bryan Rafanelli Rafanelli Events Management Voting
Mr. Mitchell Roberts PR Restaurants LLC Voting
Mr. Robert H. Scott Retired Voting
Mr. John D. Spooner Smith Barney Voting
Mr. Wendell Taylor WilmerHale Voting
Ms. Linda Thomas Community Volunteer Voting
Mrs. Linda Waintrup Community Volunteer Voting
Mr. J. David Wimberly Frontier Capital Management Co. Voting
Ms. Veronica Wiseman Community Volunteer Voting
Ms. Mary Wolfson Community Volunteer Voting
Mrs. Fancy Zilberfarb Volunteer Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Dr. Nancy Adams BIDHC Chelsea Adult NonVoting
Ms. Kitty Ames Community Volunteer NonVoting
Mr. Steve Bauer Proskauer NonVoting
Ms. Mimi Bennett Community Volunteer NonVoting
Mrs. Nancy Brickely BNY Mellon NonVoting
Mr. Jim Burns Community Volunteer NonVoting
Ms. Suzanne Chapman Volunteer NonVoting
Mr. J. William Codinha Nixon Peabody NonVoting
Ms. Bette Cohen Community Volunteer NonVoting
Ms. Tenney Cover Tenney Cover Interior NonVoting
Ms. Elizabeth M. Cregger Consultant NonVoting
Ms. Catherine Creighton Community Volunteer NonVoting
Ms. Ivy Cubell Community Volunteer NonVoting
Ms. Eilene Davidson Community Volunteer NonVoting
Ms. Deborah First Fleishman-Hillard NonVoting
Ms. Anne Fitzpatrick Artist NonVoting
Ms. Maria Gerrity Comm NonVoting
Mr. Paul Greenfield Northeast Eye Care NonVoting
Mrs. Janice Hunt Volunteer NonVoting
Mr. Alan S. Johnson Consultant --
Mrs. Katherine Jones Consultant NonVoting
Ms. Linda Kanner Community Volunteer NonVoting
Ms. Loren Kovalcik Intepros Consulting NonVoting
Ms. Sherry Lang Community Volunteer NonVoting
Mr. Jon Levy American Holt NonVoting
Ms. Tracie Longman Volunteer NonVoting
Ms. Nancy Lukitsh Community Volunteer NonVoting
Mr. Charles Marz Retired NonVoting
Ms. Noel McCoy Volunteer NonVoting
Ms. Thalia Meehan Putnam Investments NonVoting
Mr. Dan Mullin Daniel A. Mullin Associates Real Estate NonVoting
Mr. David R. Peeler Berkshire Partners NonVoting
Ms. Gail Roberts Coldwell Banker Residential Brokerage NonVoting
Ms. Donna Robinson Community Volunteer NonVoting
Ms. Valerie Shey Community Volunteer NonVoting
Mr. George Ticknor Locke Lord NonVoting
Mr. Stephen Trehu Community Volunteer NonVoting
Ms. Juliet Schnell Turner Community Volunteer NonVoting
Ms. Tracey A. West Boston College NonVoting
Mr. Caleb White Ensign-Bickford Industries NonVoting
Mr. John T. Williams Stern, Shapiro, Weissberg& Garin LLP NonVoting
Ms. Bertie Woeltz Brofsky & Woeltz, P.C. NonVoting
Ms. Melissa Wylie Bizwomen NonVoting
Mr. Christopher Yens South End Associates NonVoting
Mrs. Linda Zug Volunteer NonVoting

Board Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 0
Caucasian: 39
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 19
Male: 23
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 0
Board Meeting Attendance % 60%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 39%
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Diversity & Inclusion
  • Education
  • Executive
  • Finance
  • Human Resources / Personnel
  • Nominating
  • Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)

CEO/Executive Director/Board Comments


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 $15,098,195 $14,792,001 $13,362,178
Total Expenses $15,655,772 $16,293,820 $14,633,509

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
$1,223,814 $1,229,450 $942,044
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $2,714,567 $2,481,481 $2,097,438
Indirect Public Support -- -- --
Earned Revenue $8,018,320 $9,839,734 $8,176,102
Investment Income, Net of Losses $833,136 $-1,125,823 $-390,167
Membership Dues -- -- --
Special Events $781,107 $822,635 $1,032,263
Revenue In-Kind $1,527,251 $1,544,524 $1,504,498
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $12,879,806 $13,054,403 $11,743,229
Administration Expense $1,722,830 $1,779,445 $1,492,704
Fundraising Expense $1,053,136 $1,459,972 $1,397,576
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.96 0.91 0.91
Program Expense/Total Expenses 82% 80% 80%
Fundraising Expense/Contributed Revenue 22% 32% 34%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $38,274,891 $37,225,518 $38,754,941
Current Assets $2,390,246 $5,876,813 $7,017,026
Long-Term Liabilities $1,483,894 $28,068 $14,996
Current Liabilities $4,377,044 $4,225,920 $4,266,596
Total Net Assets $32,413,953 $32,971,530 $34,473,349

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 $25,300,000.00
Spending Policy Percentage
Percentage(If selected) 5.0%
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose Following Boston University's sale of the BUT in 2016, we established a partnership with the developer who purchased the property allowing us to stay on Huntington Avenue and giving us permanent control of the historic theatre space. HTC’s proposed project on Huntington Avenue is intended to preserve the historic beauty of the theatre building, while providing up-to-date amenities for artists, audiences, and the community, and implementing state-of-the-art technology for its productions.
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 0.55 1.39 1.64

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 4% 0% 0%

CEO/Executive Director/Board Comments

The Huntington showed significant increases in 2015-2016 in both attendance and revenue relative to the past two years. As previously reported, 2014-2015 showed unusually low figures after a season including months of particularly inclement weather. This year’s numbers unsurprisingly surpassed those of last year, but in addition were a significant increase over 2013-2014 attendance and revenue as well.  Attendance increased in 2015-2016 by 14% relative to 2015-2015 and by 5% relative to 2013-2014. Revenue showed a 29% increase from 2014-2015 and a 7% increase from 2013-2014.


In addition, our eight mainstage productions in 2015-2016 exceeded our ambitious overall goals for both attendance (112% of goal) and ticket revenue (109%). Four productions out of eight generated sales and attendance at or above their goals, with the remaining four yielding high sales and attendance as well, averaging 80% of sales goals and 88% of attendance goals.

These figures can be attributed to several significant features of the 2015-2016 season, discussed above among our recent accomplishments:

- The world premiere of “A Confederacy of Dunces,” which finished its run at 156% of its sales goal and 142% of its attendance goal, and was extended by one week.

- Three additional world premieres, including the groundbreaking “I Was Most Alive With You”

- “Disgraced,” which finished at 131% of its sales goal and 143% of its attendance goal, and had record-breaking attendance at its post-show conversations and forums

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials.
Non-operating revenues are included in the above charts and graphs, as such, the investment category includes endowment contributions and endowment investment activity.


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?