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Boston Gay Men’s Chorus (Bay State Performing Arts, Inc. )

 95 Berkeley Street, Suite 410
 Boston, MA 02116
[P] (617) 542-7464
[F] (617) 542-7466
www.bgmc.org
[email protected]
Craig Coogan
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INCORPORATED: 1982
 Printable Profile (Summary / Full)
EIN 52-1255775

LAST UPDATED: 01/04/2017
Organization DBA Boston Gay Men's Chorus
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

The Boston Gay Men’s Chorus creates musical experiences to inspire change, build community and celebrate difference.

Mission Statement

The Boston Gay Men’s Chorus creates musical experiences to inspire change, build community and celebrate difference.


FinancialsMORE »

Fiscal Year Sept 01, 2016 to Aug 31, 2017
Projected Income $775,000.00
Projected Expense $775,000.00

ProgramsMORE »

  • Concert Series
  • Outreach

Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

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


Overview

Mission Statement

The Boston Gay Men’s Chorus creates musical experiences to inspire change, build community and celebrate difference.


Background Statement

The Boston Gay Men’s Chorus is one of New England’s largest and most successful community-based choruses. Founded in 1982, the 175-voice ensemble is celebrated for its outstanding musicianship, creative programming, and groundbreaking community outreach. Under the dynamic leadership of Music Director Reuben M. Reynolds III, the BGMC sings a wide spectrum of classical and popular music and creates social change by providing a positive, affirming image of the gay and lesbian community. The Chorus is heard live by more than 10,000 people each season and thousands more through recording, television and internet broadcasts. In November 2013 CBS-WBZ named The Boston Gay Men’s Chorus one of the "top 5" choruses in the city of Boston. In June 2015 BGMC became the first LGBT chorus to tour the Middle East.


Impact Statement

In performance year 2014-2015
 
• 23 public performances
• 2 world premieres
• 74 members sang their first concert
• Outreach events in MA raised $57,000 for beneficiaries
• 20,000 experienced performances live
• 500,000+ viewed videos on www.youtube.com/BGMC1982
• Our performance at the Inaugural Gala of Governor Charlie Baker was the first for a New England Governor and a first nationally for a Republican.
• First performance group to sing at the Edward M. Kennedy Institute.
• Returned to Boston Common and performed for thousands at Outside the Box.
• Record-breaking ticket sales for 2 of the 3 concerts (6% increase).
• 372 unique donors (8% increase).
• Leadership role in Create the Vote and #ArtsMatter campaigns.
• Sponsored the division-winning BGMC BassRunners softball team.
• First LGBT Chorus to tour the Middle East.
 

Needs Statement

In January 2013 the organization underwent a 360-degree strategic planning process that resulted in a 3-year plan with goals and tactics to achieve the plan. 85% of the plan was realized in year 1. The plan was updated and revised in January 2014 and January 2015. The organization is undergoing a 360-degree revision of its plan in January 2016 under a third-party consultant, framed around the successes in the fulfillment of the plan in 2015...namely the history making Middle East tour in June 2015.
 
CREATE CONSISTENTLY EXCELLENT MUSIC
  • Satisfy audience and artist
  • Be recognized as an excellent musical organization
  • Tour
1. Invest in improving artistic product utilizing more professionals (instrumentalists, choreographers, etc.) by increasing quantity/ time
2. Adapt to a large chorus mentality by developing/organizing section identity
3. Incorporate consistent member and audience feedback

FINANCIAL STABILITY AND SUSTAINABILITY
  • Maintain Financial Stability
  • Balance revenue streams
  • Establish reserve fund
1. Continue managing expenses in line with fiscal reality
2. Fulfill development plan
3. Establish and fund reserve fund

CONNECTING COMMUNITY
  • Enhance artistic and social impact
  • Produce groundbreaking tour
  • Attract and retain the ‘best of the best’ (chorus, board, staff)
1. Create extraordinary experiences for outreach events through marketing, community outreach and member participation.
2. Establish an ambassador program for BoD/singer/reps to support ED in outreach and networking efforts.
3. Grow partnerships with local arts and social service organizations
4. Source external board representation from social justice, LGBT and music organizations and constituencies
5. Utilize the skill matrix as people come in and leave the organization

MEMBER JOY
  • Commit to member joy
  • Establish stronger relationships among Section Members & Leaders
  • Enhance connectedness
1. Specify appropriate roles and responsibilities
2. Ensure communications are consistent with core values

CEO Statement

CORE VALUES

We’re a family with a tradition of excellence

•       We provide a safe and welcoming community to be ourselves

•       We make music that makes us and our audiences proud

•       We operate with integrity

•       We genuinely care for each other; bringing out the best of each other – we are at our best as a group

•       We change hearts and minds through our presence and our music

•       We are from diverse backgrounds but have a shared passion for music

•       We choose to give our time and talents – giving back more than we get

•       We have fun!


Board Chair Statement

I joined the Chorus in 2004 after growing up in Osterville, MA. I have a Master's degree from National Theatre Conservatory and spend my day helping people's dreams come true. I joined the Chorus to sing my heart, brain, and my soul out and found love, marrying David Chen in 2011. “It's rare in one's life that you get to do art that makes a difference, with people that you love. I spell that "BGMC."
 
- From Peter Crosby, Board President 2013-2015

Geographic Area Served

GREATER BOSTON REGION, MA
STATEWIDE

The Boston Gay Men's Chorus performs throughout New England and has traveled and performed internationally.

Organization Categories

  1. Arts,Culture & Humanities - Arts & Culture
  2. Public & Societal Benefit - Public & Societal Benefit NEC
  3. Education - Educational Services

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

No

Programs

Concert Series

The Boston Gay Men's Chorus offers three major concerts each performance season at one of the premiere halls in Boston.  They are held in December, March and June.
Budget  115,000
Category  Arts, Culture & Humanities, General/Other Musical Performances
Population Served General/Unspecified Lesbian, Gays, Bisexuals, Transgendered Adults
Program Short-Term Success 
Provide positive role models, experiences and story telling of the LGBT experience with high caliber music.
Program Long-Term Success 
Provide positive role models, experiences and story telling of the LGBT experience with high caliber music.
Program Success Monitored By 
Audience surveys, ticket sales and member feedback allow us to measure success.
Examples of Program Success 
Survey's are filled out by nearly 20% of concert attendees
Survey results show 95% or greater score 4 or 5 (5 being the top) in quality experience

Outreach

The Boston Gay Men's Chorus performs in schools, places of faith and underserved communities to raise funds and awareness of LGBT issues.  All proceeds from ticket admissions go to support the beneficiaries.
 

BGMC occupies a unique role in New England due to its outreach and commitment to social change. Concerts address discrimination and homophobia, emphasize the positive role of LGBT people in society, and increase the visibility of issues relevant to the LGBT community and allies.

 

BGMC’s programming actively engages youth, families, communities of faith and community groups in the experience of creating music and interacting with artists. This interaction is crucial in helping residents understand the vital nature of the arts by erasing barriers between performer and audience.

 

Students who participate in the concert as artists further enrich the powerful and effective outreach program. BGMC performances serve as a gathering place for LGBT people and allies. Individuals are able to recognize people in the community they may never have realized were supportive, reducing isolation and educating and entertaining the public. Music builds bridges, enhances communication, breaks down stereotypes and humanizes the "other" in powerful ways. It also provides a medium to connect a diverse student community through interaction and strategic artistic collaborations with creative and caring adults--some of whom just happen to be GLBT. Students and community members benefit as audience members as well – seeing and experiencing the connections that their peers make. 

 

There are GLBT performing arts organizations that do great work in Boston. There are social change organizations that do powerful and effective work in Boston. The Boston Gay Men’s Chorus uniquely combines the impact of social change via the performing arts. 

Budget  25,000
Category  Arts, Culture & Humanities, General/Other Music
Population Served Adolescents Only (13-19 years) General/Unspecified Lesbian, Gays, Bisexuals, Transgendered
Program Short-Term Success 

Changing hearts and minds is difficult to tangibly measure. Participation by students with the BGMC is one statistic that shows the programs impact. The longer term impact on how the program changes attitudes on homophobia and bullying is measured by audience and participant comments along with requests to return and reprise the program. Similarly the number of requests to replicate the program at other schools with other GSA’s is a strong indicator of the program’s success. The Chorus receives far more requests than it can accommodate – so much so that the organization doesn’t even have the capacity to seek out schools that might benefit from the program but don’t even know to ask for it. The number of requests is a strong measurement of success since a school only would make a request after having heard or experienced the program’s success elsewhere. 

Program Long-Term Success 

Changing hearts and minds is difficult to tangibly measure. Participation by students with the BGMC is one statistic that shows the programs impact. The longer term impact on how the program changes attitudes on homophobia and bullying is measured by audience and participant comments along with requests to return and reprise the program. Similarly the number of requests to replicate the program at other schools with other GSA’s is a strong indicator of the program’s success. The Chorus receives far more requests than it can accommodate – so much so that the organization doesn’t even have the capacity to seek out schools that might benefit from the program but don’t even know to ask for it. The number of requests is a strong measurement of success since a school only would make a request after having heard or experienced the program’s success elsewhere. 

Program Success Monitored By 
The number of tickets sold and dollars raised for the GSA’s is the most tangible measurement success.
The number of requests the BGMC receives for this outreach far exceeds the organization's capacity. 
Examples of Program Success 

In FY11-12 the BGMC performed a series of outreach and benefit performances that benefitted six area high school Gay-Straight Alliances. The chorus’s benefit performance raised over $10,000 for the Cape & Islands Gay & Straight Youth Alliance in Hyannis – providing critical sustaining funds to the organization. These performances and connections with the students and GSA’s have more than just an economic benefit – perceptions are changed.

 

Sarah Iacobucci from Groton wrote about their experience: “Students, parents, teachers, and town members said the organizing of the concert, as well as the concert itself, was transforming. The people who were distributing the posters said that they were transformed and they saw the community transformed. They came back with story after story of parents or siblings talking about gay or lesbian family members. Some people they met said that they had never told anyone this before. The whole community was involved, not just the schools.” 


CEO/Executive Director/Board Comments

There are GLBT performing arts organizations that do great work in Boston. There are social change organizations that do powerful and effective work in Boston. The Boston Gay Men’s Chorus uniquely combines the impact of social change via the performing arts. 

Management


CEO/Executive Director Mr Craig Coogan
CEO Term Start Oct 2012
CEO Email [email protected]
CEO Experience Craig Coogan joined BGMC as Executive Director in October 2012.  He is an expert in developing strategies and programs to help GLBTA and other nonprofit organizations achieve their operational and artistic goals. Craig brings experience in both the for-profit and non-profit arenas. He previously served as Executive Director for One Voice Mixed Chorus in St. Paul, Minnesota and was a founding board member and served for ten years as Treasurer of the acclaimed Women’s choral group Vox Femina Los Angeles. He has produced independent movies and several award-winning documentaries and acclaimed original plays. He is a graduate of Syracuse University.
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
Steve Smith July 1994 June 2010

Senior Staff

Name Title Experience/Biography
Reuben M Reynolds III Music Director

Reuben M. Reynolds III has been the Music Director of the nationally acclaimed Boston Gay Men’s Chorus since 1997.The Boston Globestated, “The Georgia-born Reynolds brings an interesting resume and varied musical skills to the post… he is a skillful and resourceful conductor, and an emotionally generous one. Also, like Keith Lockhart, he boasts an easy, unpretentious way of speaking to the audience.”

After earning undergraduate degrees in both economics and music, Mr. Reynolds received his Master of Music degree from Louisiana State University where he was teaching assistant to Metropolitan Opera soprano Martina Arroyo, and was on the conducting staff of the Baton Rouge Lyric Opera. He is a doctoral candidate at the University of Missouri Kansas City Conservatory of Music. In Kansas City, Mr. Reynolds served as Music Director of the Heartland Men’s Chorus from 1989 to 1998 and was also Conductor of the Philharmonia of Kansas City and the Kansas City Civic Opera Theatre.

In the summer of 1994, Mr. Reynolds made his European debut conducting the Bohuslav Martinu Philharmonic Orchestra and the Beethoven Chamber Orchestra of Ostrava, Czech Republic. He returned to the Czech Republic to conduct the West Bohemia Symphony Orchestra in 1995. Reuben spent the summer of 1998 in St. Petersburg, Russia, conducting the Hermitage Camerata in the Catherine the Great Theatre.

An experienced opera conductor, Mr. Reynolds recently led a new production ofCandideat Boston Conservatory, where he was praised byThe Boston Globefor his “expert and idiomatic” conducting. With the Civic Opera he conducted the second performances of Mark Adamo’s operaLittle Women, and with the Heartland Men’s Chorus he led the second production of Robert Moran’s new opera for chorus,Night Passage, as well as premieres of new works by Roger Bourland, Paul Siskind and John Mueter. In Kansas City, Mr. Reynolds also conducted productions ofLa Bohème,Suor Angelica,Gianni Schicchi,The Turn of the Screw,Il Signor Bruschino,Don Giovanni,Die Zauberflöte,Cosí fan Tutte,Albert Herring,West Side Story,Dr. Miracle and The Medium.

Awards

Award Awarding Organization Year
Community Service Organization award for Excellence Israeli Consultate of Boston 2015
Aaron Stein Memorial award American Group Psychotherapy Association (AGPA) 2014
Community Service Organization award for Excellence Greater Boston Business Council Community 2010
Creative Leadership in Human Rights award Massachusetts Teachers Association 2008
Telly Award – the Visionaries Telly 2003

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

Boston Pops Orchestra and Tanglewood Festival Chorus, Boston Lyric Opera, Treble Chorus of New England, Lavender Light: Lesbian and Gay Gospel Choir, Voices Rising, Gloria of Dublin, Ireland; plus the Gay Men’s Choruses of Denver, London, Maine, New York City, San Francisco, Seattle, and Washington, DC

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 2
Number of Part Time Staff 3
Number of Volunteers 250
Number of Contract Staff 8
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 100
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 0
Male: 100
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Under Development
Business Continuity of Operations Plan No
Organization Policies And Procedures Under Development
Nondiscrimination Policy No
Whistle Blower Policy No
Document Destruction Policy --
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration Yes

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

Governance


Board Chair Mr Stephen Conner
Board Chair Company Affiliation Retired
Board Chair Term Sept 2016 - Aug 2018
Board Co-Chair Theresa Smith
Board Co-Chair Company Affiliation Instron
Board Co-Chair Term Sept 2014 - Aug 2019

Board Members

Name Company Affiliations Status
John Beaudreau Sephora Voting
Izzy Berdan Singer Voting
Steve Conner Singer Voting
Craig Coogan Staff Exofficio
Stephen Earheart Singer Voting
Jeff Fatchaline Blue Cross Blue Shield Voting
Kim Fontes National Fire Protection Association Voting
Jay Joynes CRICO/RMF Voting
Michael J Leclerc Genealogy Professor Voting
Peter Logue Logue Consulting Voting
Theresa Murray US Government, Retired Voting
Reuben M Reynolds Staff Exofficio
Eric Rezsynak Massachusetts General Hospital Voting
David Shaffer Educational Consultant Voting
Theresa Smith Instron Voting
Frank Sutter Harvard Business School Voting
Michelle Wu City Councilor, City of Boston 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: 5
Asian American/Pacific Islander: 5
Caucasian: 85
Hispanic/Latino: 5
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 22
Male: 78
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits --
Board Meeting Attendance % 85%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 50%
Constituency Includes Client Representation Yes

Standing Committees

  • Board Development / Board Orientation
  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance
  • Personnel

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Fiscal Year Sept 01, 2016 to Aug 31, 2017
Projected Income $775,000.00
Projected Expense $775,000.00
Form 990s

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

Audit Documents

2016 Audit

2015 Audit

2014 Audit

2013 Audit

2012 Audit

2011 Audit

2010 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $720,773 $1,221,155 $637,115
Total Expenses $714,127 $1,200,515 $593,263

Prior Three Years Revenue Sources

Fiscal Year 2016 2015 2014
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $228,379 $214,441 $196,683
Indirect Public Support -- -- --
Earned Revenue $326,548 $877,154 $301,589
Investment Income, Net of Losses $3 $58 --
Membership Dues $42,093 $40,895 $38,390
Special Events $122,298 $88,179 $100,135
Revenue In-Kind $1,452 $428 $318
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $503,087 $1,002,219 $420,457
Administration Expense $120,656 $95,530 $80,563
Fundraising Expense $90,384 $102,766 $92,243
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.01 1.02 1.07
Program Expense/Total Expenses 70% 83% 71%
Fundraising Expense/Contributed Revenue 26% 34% 31%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $67,863 $80,982 $86,709
Current Assets $26,763 $49,395 $64,147
Long-Term Liabilities $9,000 $21,000 $33,000
Current Liabilities $20,674 $28,439 $42,806
Total Net Assets $38,189 $31,543 $10,903

Prior Three Years Top Three Funding Sources

Fiscal Year 2016 2015 2014
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $40,000.00
Spending Policy Income Only
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? 1.00

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 2016 2015 2014
Current Ratio: Current Assets/Current Liabilities 1.29 1.74 1.50

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 13% 26% 38%

CEO/Executive Director/Board Comments

--

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.

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?

These goals are from the 2013 Strategic Planning process that have been reviewed and updated in 2014 and 2015.
 
CREATE CONSISTENTLY EXCELLENT MUSIC
  • Satisfy audience and artist
  • Be recognized as an excellent musical organization
  • Tour

FINANCIAL STABILITY AND SUSTAINABILITY
  • Maintain Financial Stability
  • Balance revenue streams
  • Establish reserve fund

CONNECTING COMMUNITY
  • Enhance artistic and social impact
  • Produce groundbreaking tour
  • Attract and retain the ‘best of the best’ (chorus, board, staff)

MEMBER JOY
  • Commit to member joy
  • Establish stronger relationships among Section Members & Leaders
  • Enhance connectedness

2. What are your strategies for making this happen?

 These goals are from the 2013 Strategic Planning process that have been reviewed and updated in 2014 and 2015.
 
CREATE CONSISTENTLY EXCELLENT MUSIC
1. Invest in improving artistic product utilizing more professionals (instrumentalists, choreographers, etc.) by increasing quantity/ time
2. Adapt to a large chorus mentality by developing/organizing section identity
3. Incorporate consistent member and audience feedback

FINANCIAL STABILITY AND SUSTAINABILITY
1. Continue managing expenses in line with fiscal reality
2. Fulfill development plan
3. Establish and fund reserve fund

CONNECTING COMMUNITY
1. Create extraordinary experiences for outreach events through marketing, community outreach and member participation.
2. Establish an ambassador program for BoD/singer/reps to support ED in outreach and networking efforts.
3. Grow partnerships with local arts and social service organizations
4. Source external board representation from social justice, LGBT and music organizations and constituencies
5. Utilize the skill matrix as people come in and leave the organization

MEMBER JOY
1. Specify appropriate roles and responsibilities
2. Ensure communications are consistent with core values

3. What are your organization’s capabilities for doing this?

Core Values We’re a family with a tradition of excellence • We provide a safe and welcoming community to be ourselves • We make music that makes us and our audiences proud • We operate with integrity • We genuinely care for each other; bringing out the best of each other – we are at our best as a group • We change hearts and minds through our presence and our music • We are from diverse backgrounds but have a shared passion for music • We choose to give our time and talents – giving back more than we get • We have fun!

4. How will your organization know if you are making progress?

Create consistency excellent music Audience & artist satisfaction; competitively recognized; reviews by professional media - Invest in improving artistic product utilizing more professionals (instrumentalists, choreographers, etc.) by increasing quantity/ time - Adapt to a large chorus mentality by developing/organizing section identity - Incorporate consistent member and audience feedback Financial Stability and Sustainability Break even & debt free; balance revenue streams; establish reserve fund / endowment - Calibrate expenses, restructure operations - Implement comprehensive fundraising strategy that balances contributions by members versus non-members. - Implement re-branding initiative and strategic communications plan - Obtain market segmentation data on existing audiences Connecting Community Increase audience 10K-20K; Deliver impactful outreach program for audience/membership; Tour; Recruit/keep best of the best - Create extraordinary experiences for existing outreach events through marketing, community outreach and member participation. - Develop partnerships with local arts, social service organizations and corporations - Source external board representation from social justice, LGBT and music organizations and constituencies - Utilize the skill matrix as people come in and leave the organization Member Joy Commitment to member joy; reinforce culture of respect and professionalism - Ensure communications are consistent with core values - Solicit feedback and act upon solicitation - Create an all-member appreciation / social event - Create an all-member appreciation / social event - Grow 5th Section opportunities

5. What have and haven’t you accomplished so far?

85% of the original strategic plan was completed in year 1. Goals were clarified and added and a new strategic plan (BGMC-2020) is being created and will be finalized mid-2016.