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Boston Center for the Arts, Inc.

 539 Tremont Street
 Boston, MA 02116
[P] (617) 426-5000
[F] (617) 426-5336
www.bcaonline.org
[email protected]
Emily Foster Day
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INCORPORATED: 1970
 Printable Profile (Summary / Full)
EIN 23-7089998

LAST UPDATED: 03/15/2016
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary


Mission StatementMORE »

The Boston Center for the Arts (BCA) is a not-for-profit performing and visual arts campus that supports working artists to create, perform and exhibit new works; develops new audiences; and connects the arts to community.

Mission Statement

The Boston Center for the Arts (BCA) is a not-for-profit performing and visual arts campus that supports working artists to create, perform and exhibit new works; develops new audiences; and connects the arts to community.

FinancialsMORE »

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $2,799,640.00
Projected Expense $2,715,960.00

ProgramsMORE »

  • Artist Studios
  • Dance Residency
  • Mills Gallery Exhibitions
  • Resident Theatre Companies
  • Summer Public Art Residency

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

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


Overview

Mission Statement

The Boston Center for the Arts (BCA) is a not-for-profit performing and visual arts campus that supports working artists to create, perform and exhibit new works; develops new audiences; and connects the arts to community.

Background Statement

In the late 1960s, the Boston Redevelopment Authority purchased a 4-acre parcel of historic land in Boston’s South End to create an art center, and designated the BCA as its developer. The land included the Cyclorama, the BCA’s most renowned space, which had been built in 1884 to house a cycloramic painting of the Battle of Gettysburg.

The BCA became an affordable space for working artists, and as well as a fringe theater venue. The BCA Gallery, originally formed to show work by BCA studio artists, became the Mills Gallery. The BCA Plaza Theatres were joined, in 2004, by the two new theaters at the Calderwood Pavilion.

Each year, more than 200,000 people visit the Boston Center for the Arts (BCA). Many of our visitors wish to learn more about the history of the buildings located here, especially the unique Cyclorama. With these visitors in mind, the BCA and the South End Historical Society produced the first published history of the BCA’s buildings. This history has continued as a living document. Any additional information or photographs from the past are genuinely appreciated. The BCA and the South End Historical Society invite you to enrich our records and to enjoy your visit to the BCA.

Impact Statement

To deliver on our mission and to continue to respond to the arts community’s evolving needs, the BCA’s vision is squarely focused on creating a campus community that provides a home for artists, a destination for audiences, and a place for community. To do this, we strive to:

  • Curate the BCA complex so that artist recruitment, art selection and art programming reflect the newly emerging voices and diversity of the city;
  • Integrate programming throughout the activities available across the two-acre campus;
  • Engage diverse constituencies throughout Boston, particularly with the BCA’s surrounding neighborhoods;
  • Steward and manage the historic landmark properties at the center of the BCA campus, including the Cyclorama and the Artist Studios Building

 

The BCA is committed to building a system of connections, partnerships and networks that will help to expand our audiences and arts offerings. As we develop programming plans, we utilize a variety of methods to ensure that programming at the BCA succeeds in being representative and responsive to our target audiences by:

  • Creating new and innovative opportunities for people to become involved in the arts in different spaces and places by offering various “points of entry”
  • Increasing outreach to Boston’s diverse audiences in order to encourage increased engagement in the arts across different cultures and backgrounds
  • Promoting life-long cultural learning for adults through the creation of ongoing programs that are tailored to meet the artistic needs of adults
  • Designing public programs that are accessible and relevant to residents and visitors to the BCA’s South End neighborhood, as well as surrounding communities
  • Developing sustainable partnerships with arts and social service organizations that serve Boston’s diverse populations
  • Supporting workforce development through training, mentorships and internships in arts and arts-related  industries

 

 


Needs Statement

The BCA’s objective is to build a system of connections, partnerships and networks that will help to expand our audiences and arts offerings. To do this, the BCA is committed to:

  • Securing and growing sources for contributed and earned income
  • Delivering integrated marketing strategies to strengthen the institution’s identity, programs and collaborations
  • Supporting capital needs and building maintenance that offer optimal experiences for artists and audiences alike

 

The BCA strives to be a nimble, flexible and forward-thinking institution that can respond to unforeseen challenges, as well as capitalize on unexpected opportunities.

This institutional flexibility - or “dynamic adaption” will ensure that the BCA is in the best position to serve as a relevant, responsive and responsible partner in Boston’s arts community.


CEO Statement

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Board Chair Statement

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Geographic Area Served

Greater Boston Region-All Neighborhoods
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Organization Categories

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

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

No

Programs

Artist Studios

The BCA provides access to competitively priced workspaces, annual exhibition opportunities and studio visits to 42 local artists working in a variety of mediums, as well as opportunities to lend their interests and talents to many of our programs and events.
Budget  --
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
Program Short-Term Success  .
Program Long-Term Success  .
Program Success Monitored By  .
Examples of Program Success  .

Dance Residency

The BCA will host three dance companies for year-long residencies in the coming year. Each of the three choreographers will be awarded a four- to five-week studio working session, a culminating performance produced by the BCA and assistance in creating and executing a series of public engagement activities to promote visitor interaction throughout the full year.
Budget  --
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
Program Short-Term Success  .
Program Long-Term Success  .
Program Success Monitored By  .
Examples of Program Success  .

Mills Gallery Exhibitions

The BCA presents four or five contemporary art exhibitions per year in an elastic space that offers artists and curators the opportunity to explore alternate routes and methods of artistic production, to share ideas as well as put forth unconventional insights normally unavailable to them within other institutions.
Budget  --
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
Program Short-Term Success  .
Program Long-Term Success  .
Program Success Monitored By  .
Examples of Program Success  .

Resident Theatre Companies

The BCA offers priority scheduling, reduced rental rates and marketing support to participating companies, allowing them to focus on artistic excellence, audience development and organizational growth. In recent years we have deepened our partnerships with ResCos by bringing their professional expertise to bear on other BCA programs.
Budget  --
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
Program Short-Term Success  .
Program Long-Term Success  .
Program Success Monitored By  .
Examples of Program Success  .

Summer Public Art Residency

Through an open call process, one artist is selected each year to develop a temporary public art project during an eight-week summer residency. The residency culminates in an interactive public installation on the BCA Plaza from July to October. This program raises the BCA’s profile by bringing artwork outside our walls and establishes us as a key player in the city-wide dialogue on public art.
Budget  --
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
Program Short-Term Success  .
Program Long-Term Success  .
Program Success Monitored By  .
Examples of Program Success  .

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Michael Armstrong
CEO Term Start Jan 2016
CEO Email [email protected]
CEO Experience --
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
Ms. Emily Foster Day Vice President of Development --
Ms. Kristi Keefe Chief of Staff --
Ms. Dawn Simmons Director of Communications --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

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

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

  • ArtMorpheus
  • MassCreative
 

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 18
Number of Part Time Staff 3
Number of Volunteers 15
Number of Contract Staff 6
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 4
Asian American/Pacific Islander: 2
Caucasian: 15
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 18
Male: 3
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Under Development
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy --
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
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. Michael Armstrong
Board Chair Company Affiliation Monitor Deloitte
Board Chair Term July 2015 - June 2022
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Isha Antani Monitor Deloitte Voting
Mr. Steven Avruch Associate General Counsel | Biogen Idec Voting
Ms. Alexandra DaCosta Nomura Securities International Voting
Mr. Jason R. DeMello Cambridge Trust Company Voting
Ms. Jessica Hughes Managing Director | Jones Lang LaSalle Voting
Ms. Hannah B. Kanstroom Bank of America Voting
Ms. Karen Kelley Gill Deputy Director and Chief Financial Officer | Community Economic Development Assistance Corporation (CEDAC) Voting
Ms. Silvia López Chávez Artist Voting
Mr. Philip W. Lovejoy Harvard Alumni Association Voting
Ms. Molly McDonald Manager, People and Organization Development | Biogen Idec Voting
Mr. Lazaro Montano Artist Voting
Mr. R. Douglas Murphy President | Thought Industries Voting
Ms. Cigdem Oktem Tapestry Networks Voting
Mr. Haril Pandya Principal | CBT Architects Voting
Mr. Charles Piccirillo OSRAM SYLVANIA, Inc. Voting
Mr. David Reichert Artist Voting
Mr. John G. F. Ruggieri-Lam Partner | Looney & Grossman LLP Voting
Mr. Robert Stanley Senior Vice President, Sales Development Services | John Hancock Financial Services Voting
Ms. Stacy Sweeney Chief Administrative Officer | Southern New Hampshire University Voting
Mr. Louis Tucciarone Vice President | URS Corporation Voting
Mr. Randall M. Walther B2B CFO Voting
Ms. Suzanne Wilkins Principal | Frazier Wilkins Associates 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: 1
Asian American/Pacific Islander: 2
Caucasian: 17
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 1
Other (if specified): --
Gender Female: 10
Male: 13
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 10%
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Campus Planning and Development
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Governance and Nominating

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $2,964,372 $2,441,619 $2,283,935
Total Expenses $2,783,226 $2,880,705 $2,637,687

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $19,100 $38,600 $16,500
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $19,100 $38,600 $16,500
Individual Contributions $730,478 $330,057 $225,149
Indirect Public Support -- -- --
Earned Revenue $2,007,339 $1,820,215 $1,851,163
Investment Income, Net of Losses $-38,179 $118,184 $63,014
Membership Dues -- -- --
Special Events $51,596 $43,791 $59,425
Revenue In-Kind $143,088 $50,683 $8,684
Other $50,950 $40,089 $60,000

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $2,066,532 $2,127,356 $1,935,993
Administration Expense $386,851 $411,388 $381,916
Fundraising Expense $329,843 $341,961 $319,778
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.07 0.85 0.87
Program Expense/Total Expenses 74% 74% 73%
Fundraising Expense/Contributed Revenue 41% 83% 106%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $4,802,732 $4,726,943 $5,123,747
Current Assets $907,675 $528,872 $835,247
Long-Term Liabilities -- $0 $0
Current Liabilities $361,689 $467,046 $424,764
Total Net Assets $4,441,043 $4,259,897 $4,698,983

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

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

Capital Campaign

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

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 2.51 1.13 1.97

Long Term Solvency

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

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above are per the organization's audited financials. Contributions from foundations and corporations are listed under individuals when the breakout was not available. Please note, the Other revenue category for fiscal years 2013, 2014 and 2015 includes capital contributions.

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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