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Odaiko New England Inc

 29 Montvale Avenue, Suite 23
 Woburn, MA 01801
[P] (781) 938-3786
[F] --
http://www.onetaiko.org
[email protected]
Kate Jurow
Facebook
INCORPORATED: 2004
 Printable Profile (Summary / Full)
EIN 30-0274483

LAST UPDATED: 04/24/2015
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

Odaiko New England's mission is to share the joy and power of taiko drumming with the community through education and performance.

Mission Statement

Odaiko New England's mission is to share the joy and power of taiko drumming with the community through education and performance.

FinancialsMORE »

Fiscal Year Jan 01, 2014 to Dec 31, 2014
Projected Income $58,495.00
Projected Expense $58,815.00

ProgramsMORE »

  • Taiko Classes
  • Taiko Lecture-Demonstrations
  • Taiko Performances

Revenue vs. Expense ($000s)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

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


Overview

Mission Statement

Odaiko New England's mission is to share the joy and power of taiko drumming with the community through education and performance.

Background Statement

Odaiko New England (ONE) was founded in 1994 by Elaine Fong and a group of individuals with a common love of taiko.  In the early days, they drummed on old, taped up tires and taiko borrowed from the New York City-based taiko group, Soh Daiko.  The first rehearsal space was in the basement of a church in Brookline.  For three years, ONE was akin to a “gypsy” taiko group, rehearsing in at least seven different locations, finally settling in 1997 in its present space, the ACAS Center in Woburn.

Odaiko New England’s very first concert was in 1996 at the Cambridge Multicultural Art Center (CMAC).  Since then, we have performed throughout the New England area at festivals, universities, corporations, and special events.  In 2006, our 10thanniversary concert, Crossroads, was performed in several venues to wide acclaim, and a professional quality DVD was produced. As a roster artist of Young Audiences of Massachusetts, Odaiko New England presents a dynamic taiko program to K-12 students, reaching over 5,500 students this year.  The powerful voice of the taiko is a striking example of the use of the arts to inspire, inform, and educate.

 The organization currently has 13 performing members (including the Artistic Director), 4 apprentices, 5 board members, an executive director, and many students.

In addition to performances, Odaiko New England is dedicated and committed to teaching taiko.  It has weekly adult and children’s taiko classes, and conducts community and corporate workshops.  Our schedule of activities continues to be robust – in 2011, Odaiko New England presented 172 teaching and performing activities, reaching 16,000 adults and school children across Massachusetts and New England.


Impact Statement

2011 marked the beginning of a new era for Odaiko New England with some exciting new “firsts”designed to help propel ONE to new heights:

·        Juni Kobayashi began her appointment as Artistic Director, and quickly established herself as an artistic force when she premiered her composition Ganesh, the first ever solo at the 2011 North American Taiko Conference at Stanford University. In just a few minutes, Juni expanded the boundaries of what taiko can be.

·        We appointed our first Executive Director, Morwen Two Feathers, who brings over thirty years of non-profit management experience as well as more than 20 years of experience with community drumming. Morwen started work on August 1.

In addition, our programs continued to reach audiences throughout a period of organizational change:

·        ONE’s members carried out 35 performances at 35 different venues, exposing a total of more than 10,000 people to the power of taiko.

·        Our “Taiko Thunder” program was presented to more than 5,500 school children through our relationship with Young Audiences of Massachusetts.

·        In addition to our own classes at our dojo in Woburn, we offered classes and workshops at several other venues, teaching more than 200 people in 2011.

Program goals for the coming year include: Launching an apprenticeship program, expanding our teaching and lecture-demonstration capacity by adding a half-time staff person, expanding the board of directors, and increasing our individual donations by 1/3 or more.We also are assessing our space and exploring options and plans for either relocating or purchasing the building where we are located, as our arrangement is currently tenant-at-will and the landlord is retiring soon.

Needs Statement

1. Increase total revenue at least $35,000
2. Hire a half-time staff person to expand teaching capacity
3. Develop high-quality performing ensemble and repertoire and increase revenue from performances
4. Expand and develop board of directors
5. Resolve space issues (find a new space or resolve issues with this one)
These are not necessarily in priority order.
 

CEO Statement

Odaiko New England (ONE) is a performing arts group, but it’s more than that. We offer classes and workshops, but ONE is more than an educational organization. It exposes people from all walks of life to Japanese culture and music, but it’s more than just a cultural ambassador. By focusing on the power of taiko to bring people together in rhythm, ONE is a catalyst in transforming people’s lives. Both performers and audience are touched by the vibrations of the taiko drums. The discipline and focus required for the kumi-daiko style of ensemble drumming benefit the performers and students, improving not just their drumming skills but their life skills. We regularly receive testimonials from audience members that they are inspired by ONE’s work, as well.

Art is an important engine for local economic health and community-building. The power of the arts to change people’s lives from the inside out is often overlooked by policy-makers and funders, but it is well-known that the arts are a key piece of community revitalization and economic development. Arts organizations that involve people in emotionally engaging activities really do change the world. Odaiko New England goes beyond simply expressing a traditional art form to passive audiences. Driven by passion, curiosity, and commitment to excellence, Odaiko New England is expanding the boundaries of taiko, exploring synergy with other musical traditions, engaging audiences, and making taiko utterly relevant in the 21stcentury.


Board Chair Statement

Running a small non-profit in today’s new economy of unpredictable revenue streams has taught us to focus our attention on areas where we excel and effectively target our resources to ensure future growth.

 

Odaiko New England has been an organization with a solid history of fiscal conservatism. Through my experience as a Board member and President, I feel we have been able to grow modestly, and have strived to develop a model for sustainability. In 2011, we developed a strategic plan in order to help us identify those areas that warranted additional attention and revenues. The challenge for the board was to include as many stakeholders as possible in this process while maintaining a thriving, mainly volunteer based organization.

 

One of the key findings of the strategic planning process was the need for additional administrative staff to allow the Artistic Director to focus solely on the artistic growth and development of the organization. The board has been successful in developing both the artistic and administrative functions with key leaders in each role. In the months ahead, the board will engage in an expansion process that supports the artistic functions of the organization.

 

Odaiko New England has matured over the past several years and is now operating as a non-profit corporation in all aspects. The board has worked diligently to educate our organizational stakeholders about the roles and responsibilities of board and staff alike. This exercise, although challenging at times, has resulted in a better understanding of how a non-profit operates which in turn has benefited the organization as a whole.

 

As we continue to grow we will continue to experience challenges. We now however, have the benefit of hindsight to help us accept new challenges with open arms.


Geographic Area Served

Massachusetts-All Regions
In addition to serving schools across Massachusetts as an artist group on the roster of Young Audiences of Massachusetts, Odaiko New England (ONE) performs throughout southern New England.

Organization Categories

  1. Arts,Culture & Humanities - Performing Arts
  2. Arts,Culture & Humanities - Music
  3. Arts,Culture & Humanities - Cultural & Ethnic Awareness

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

No

Programs

Taiko Classes

ONE offers weekly Recreational taiko classes for beginners at its dojo in Woburn, as well as Styles classes for more experienced players. Styles students may be selected to apply for apprenticeship, a path to becoming a performing member of Odaiko New England. In addition, ONE offers a weekly taiko class through Concord-Carlisle Adult and Community Education in Concord, MA.
Budget  49,500
Category  Arts, Culture & Humanities, General/Other Music Instruction
Population Served Adults Adolescents Only (13-19 years) General/Unspecified
Program Short-Term Success  Taiko students will see an increase in their physical fitness as well as their confidence and musicality. Students will also deepen their understanding of the cultural context of taiko, and their knowledge of the history of this art form as well as the power of drumming to bring people together in a common cause.
Program Long-Term Success  Participants in ONE's taiko classes will develop strong rhythmic skills and knowledge of taiko traditions. The kumi-daiko (ensemble) focus of the classes will build cohesive groups. Long-term success will mean an increase in class size, and the development of some students into teachers.
Program Success Monitored By  Evaluation measures include number of students (in each of the three categories: Rec, Styles, and Community), progression of beginners to higher levels, number of apprenticeship applications by students, and revenue generated by classes.
Examples of Program Success  ONE currently has 45 students participating in classes (including performing members who continue to take classes every week, as well as workshops designed to develop their skills).

Taiko Lecture-Demonstrations

Odaiko New England is on the roster of Young Audiences of Massachusetts, and takes its "Taiko Thunder" lecture-demonstration program to schools across Massachusetts.
Budget  43,250
Category  Arts, Culture & Humanities, General/Other Cultural & Ethnic Awareness
Population Served Children and Youth (0 - 19 years) Children Only (5 - 14 years) Adolescents Only (13-19 years)
Program Short-Term Success  At the end of a lecture-demonstration, students will be inspired to learn more about taiko drumming, and they will feel supported in their own creative self-expression.
Program Long-Term Success  Young people exposed to taiko will be inspired to pursue their own creativity, to explore the history and culture of Japan, and to understand something of the many ways different cultures express relationships among people and between people and their environment. The real long-term success will be increased understanding across racial/ethnic/cultural barriers.
Program Success Monitored By  Evaluation measures include repeat requests from individual schools, testimonial and thank-you letters from children, and assessment by the presenters of the energy and participation levels at presentations.
Examples of Program Success 
Perhaps the best way to demonstrate this is to share an email we received after a school lec-dem:
 
"really wonderful and amazing work today. the school was buzzing!

my personal favorite moment was getting to see you improvise the call and response work. I believe there might be a enjoyable piece in that for some of you guys that can handle the deeper rhythms..... i even have an idea of some visual arrangements for 4 or 5 players....

i'm going to post a link to your page so the children can encourage their parents to come to shows. and possibly workshops....

best and thanks again!"

Taiko Performances

Performing members of Odaiko New England bring the power and joy of taiko to festivals, conferences, and events across Massachusetts and New England.
Budget  55,000
Category  Arts, Culture & Humanities, General/Other Music Performances Presenting
Population Served General/Unspecified Families Adults
Program Short-Term Success  In 2012, ONE will develop a professional repertory ensemble to bring on tour, reaching more audience members than ever before.
Program Long-Term Success  Individuals from many walks of life will learn about and appreciate the beauty and traditions of Japanese taiko drumming, opening the way for multicultural understanding.
Program Success Monitored By  Evaluation measures include: Number of performances yearly, number of audience members, revenue generated from performances, number of new songs learned and performed, percentage of new clients and repeat clients. Informal evaluation measures include testimonials and feedback from audience members and participants.
Examples of Program Success 
ONE receives many requests for repeat performances at specific events. Recently we received this unsolicited note via email:

“We saw [Odaiko New England] … in Providence. I can honestly say that it was one of the most thrilling, beautiful, and deeply grounding spiritual experiences of my life... In case you don't know this already: what you do is … amazing, miraculous, beautiful, invigorating... [It] is nothing short of awakening the sacred passions of human souls… Never forget that what you bring to life is rare and precious…”

 

CEO/Executive Director/Board Comments

Right now our goal is to expand our teaching capacity so our Artistic Director can develop a high-quality professional performing ensemble, compose new repertoire, and nurture creative collaborations with musicians from other traditions. We are planning to create another part-time staff position for a dedicated teacher (most likely hiring the person who has been assisting with teaching as a contractor). This is the priority for new capacity-building funding at this time. We anticipate that an expanded performance program will eventually increase revenue from that source.

Management


CEO/Executive Director Ms Morwen Two Feathers
CEO Term Start Aug 2011
CEO Email [email protected]
CEO Experience Morwen was the Director of Program Development at the Emerson Umbrella Center for the Arts in Concord, MA, where she served on the management team from 2004 to 2010. Her previous experience includes 10 years of freelance consulting and teaching in the areas of nonprofit management and organization development, and 6 years in an executive management position at The Support Centers of America, four of those years as Executive Director of The Support Center of Massachusetts. In addition, she has been Co-Director of two other small nonprofit organizations, and also has had a thriving "side career" in the performing arts, organizing and producing events, teaching rhythm and drumming classes, and performing and facilitating at events and festivals across the U.S. She holds a Masters degree in Sociology from Boston University and a B.A. in Psychology from Trinity College in Hartford, CT.
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 Kate Jurow Acting Executive Director --
Ms Calista Tait Lead Instructor --
Mr. Shigeru Watanabe Program Director --

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

We are exploring the potential for collaborative relationships with two other taiko groups in the Boston area. At this time, the collaborations we undertake are artistic in nature, rather than management-oriented.

CEO/Executive Director/Board Comments

Odiako New England is in a transition, having recently completed a strategic plan that calls for establishing an executive management position to support the growth of its Artistic Director. The new Executive Director is several months into her tenure and just beginning to assess management policies and procedures. By this time next year, some of the answers to these questions will be different.

Foundation Comments

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Staff Information

Number of Full Time Staff 0
Number of Part Time Staff 3
Number of Volunteers 5
Number of Contract Staff 2
Staff Retention Rate % 100%

Staff Demographics

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

Plans & Policies

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

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency N/A N/A
Senior Management Formal Evaluation and Frequency No N/A
Non Management Formal Evaluation and Frequency No N/A

Governance


Board Chair Ms. Kate Jurow
Board Chair Company Affiliation Independent Consultant
Board Chair Term Feb 2012 - Dec 2013
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Lillian Sober Ain Private Practice Psychotherapist Voting
Ms. Elaine N. Fong Founder Voting
Ms. Kate Jurow self-employed Voting
Mr. Gerald P. Rooney Retired Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Mr. Sam Roach The Morphic Group NonVoting

Board Demographics

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

Board Information

Board Term Lengths 2
Board Term Limits 10
Board Meeting Attendance % 100%
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

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CEO/Executive Director/Board Comments

The biggest challenge facing the ONE board of directors is expanding the board. Five is the minimum number of members specified in the Bylaws. The ONE board has begin the process of clarifying criteria for new board members and planning for board expansion.
 
The period from September, 2010 to June, 2011 was spent working with consultants on a strategic plan, catalyzed by the departure of ONE's second Artistic Director and the resignation of the Operations Manager in September, 2010. The planning committee (which included performing members as well as board members) decided to create an Executive Director position to work with the Artistic Director to manage the organization. The new ED started work on August 1, 2011, relieving board members (and especially the Treasurer) of the extra administrative work they had taken on. Now the board is ready to turn its attention to board development. This is a priority for 2012.

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Expense Breakdown 2010 (%)

Fiscal Year Jan 01, 2014 to Dec 31, 2014
Projected Income $58,495.00
Projected Expense $58,815.00
Form 990s

2012 990

2011 990

2010 990

2009 990

2008 990

Audit Documents --
IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2012 2011 2010
Total Revenue $94,373 $116,983 $178,741
Total Expenses $104,048 $109,526 $172,115

Prior Three Years Revenue Sources

Fiscal Year 2012 2011 2010
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $32,473 $38,850 $31,834
Indirect Public Support -- -- --
Earned Revenue $61,804 $78,069 $146,800
Investment Income, Net of Losses $96 $64 $107
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2012 2011 2010
Program Expense $73,044 $68,353 $128,225
Administration Expense $26,396 $37,773 $29,406
Fundraising Expense $4,608 $3,400 $14,484
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.91 1.07 1.04
Program Expense/Total Expenses 70% 62% 74%
Fundraising Expense/Contributed Revenue 14% 9% 45%

Prior Three Years Assets and Liabilities

Fiscal Year 2012 2011 2010
Total Assets $99,053 $108,617 $103,070
Current Assets $94,945 $102,830 $101,709
Long-Term Liabilities $0 $0 $0
Current Liabilities $1,450 $1,339 $3,249
Total Net Assets $97,603 $107,278 $99,821

Prior Three Years Top Three Funding Sources

Fiscal Year 2012 2011 2010
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? 15.00

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 2012 2011 2010
Current Ratio: Current Assets/Current Liabilities 65.48 76.80 31.30

Long Term Solvency

Fiscal Year 2012 2011 2010
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

Despite the loss of several key individuals who were revenue centers for our performing group, which caused a drop in revenue, our budget was balanced in 2013. We achieved this through tactical reductions in payroll and discretionary spending. Our goal this year is to bring us back to our full performing roster by increasing the number of students and apprentices in our performer “pipeline.” In addition, we plan to increase the effectiveness of our fundraising, in order to supplement the efforts of our performing and teaching staff, both paid and volunteer. We are also engaging in aggressive executive board-building.

Foundation Comments

Financial summary data in charts and graphs are per the organization's IRS 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available. The breakdown of expenses for fiscal year 2012 is per the Form PC on file with the state of MA.

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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