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Boch Center (The Wang Center for the Performing Arts, Inc.)

 270 Tremont Street
 Boston, MA 02116
[P] (617) 532-1222
[F] (617) 482-4479
www.bochcenter.org
[email protected]
Ashley McGlone
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INCORPORATED: 1976
 Printable Profile (Summary / Full)
EIN 51-0197209

LAST UPDATED: 09/06/2017
Organization DBA Boch Center
Former Names Citi Performing Arts Center (2016)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

The Boch Center is a nonprofit innovator and guardian of iconic venues, providing arts, entertainment, cultural, and educational experiences to the greater community.

Mission Statement

The Boch Center is a nonprofit innovator and guardian of iconic venues, providing arts, entertainment, cultural, and educational experiences to the greater community.


FinancialsMORE »

Fiscal Year June 01, 2017 to May 31, 2018
Projected Income $32,829,722.00
Projected Expense $32,908,505.00

ProgramsMORE »

  • Education

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 Boch Center is a nonprofit innovator and guardian of iconic venues, providing arts, entertainment, cultural, and educational experiences to the greater community.


Background Statement

The Boch Center’s strategic commitment to provide “broad-based access, diverse programming, and community outreach” is both a legacy of our past and a vision of our future. As greater Boston’s only nonprofit performing arts center, we serve the community as a cultural integrator, honoring all aspects of the performing arts, including opera, Broadway, classical and popular music. We also are the stewards of two iconic theatres. The Wang and Shubert have anchored the historic Theatre District for over 100 years. Since the days when New Englanders fondly called the Wang Theatre the “People’s Palace,” Boch Center continues to be steadfastly committed to providing diverse, high-quality, culturally relevant performing arts and arts education programming for audiences of all ages, ethnicities, and socioeconomic backgrounds.

Like performing arts centers in cities throughout North America, Boch Center plays a unique and vital role in the cultural life of Boston. While many arts institutions fulfill particular programming niches with a specific discipline, Boch Center is dedicated to serving the full breadth of Boston’s diverse population with multidisciplinary programming and arts education.

For three decades, Boch Center has offered arts education to the Greater Boston community. Our outreach programs serve young people whose arts opportunities are limited and are offered free-of-charge to participants because we believe it is a right, not a privilege, for every youth to have a creative life, to experience art, to express themselves creatively, and to develop their own creative capital regardless of skill level and/or socioeconomic status.

Since 1988, the Boch Center has reached nearly 400,000 children, youth, families and teachers with awarding-winning programs. The Boch Center’s work in arts education and youth development has been recognized locally and nationally in the field of arts education. Boch Center received the prestigious 2010 Arts|Learning Outstanding Arts Collaborative Award in the field of Performing Arts. This award recognized Boch Center as a leader in providing, supporting, and advocating for quality arts education in Massachusetts through its 2009 SpectrumBoston program. Boch Center has used its two decades worth of experience in Education to become a leading contributor to two of Boston’s priority education reform plans: the Superintendent’s Five-Year Acceleration Agenda and the Mayor’s Community Learning Initiative. The Boston Public Schools and Boch Center were awarded a grant from Target to work with 23 schools over three years, utilizing artist residences and ticket access to promote learning goals in the Acceleration Agenda Plan. In 2010, Boch Center became the first institutional partner of the City’s Community Learning Initiative working with Boston Centers for Youth & Families and Boston Public Library branches.


Impact Statement

The Boch Center is committed to impact through city-wide collaboration, in-school programs, and out-of-school programs.  We take a holistic approach to arts education and community outreach based on the following themes:  Youth Development, Community Learning, and Access. Signature programs include City Spotlights Summer Leadership and SpectrumBoston Ticket Access.  These programs have served nearly 400,000 youth, families and educators since 1988 when education programs were first founded.

Needs Statement

The cornerstone of the Boston’s historic theater district, the Boch Center strives to educate and inspire a greater appreciation for the performing arts through our community outreach and free arts education programming. As an arts non-profit, we are committed to making the performing arts relevant, accessible and vital to our diverse constituency. Support from individuals, foundations, and corporations allows us to further our vision of fostering broad-based access to the performing arts through engaging and rewarding education, public programming and performances that reach deep into Boston's communities and stretch beyond the boundaries of the Wang and Shubert Theatres.

CEO Statement

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Board Chair Statement

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Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
GREATER BOSTON REGION, MA
STATEWIDE
The Boch Center is dedicated to providing high-quality, diverse, culturally relevant arts and entertainment and arts education programming for New England residents and visitors.

Organization Categories

  1. Arts,Culture & Humanities - Performing Arts Centers
  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

Education

The Education Department at the Boch Center was founded in 1988 and the Walter Suskind Memorial Education Fund was established the following year. Over the past 29 years, our education and outreach programs have reached nearly 400,000 children, teens, families and educators, along with hundreds of neighborhood organizations. Our free programs provide enhanced opportunities for children, teens, adults, families, schools, community organizations and artists to share and experience the power of the arts in their daily lives.

Budget  $700,000.00
Category  Education, General/Other
Population Served Children and Youth (0 - 19 years)
Program Short-Term Success     
Program Long-Term Success  • IN-SCHOOL ARTIST RESIDENCIES  — Curricula is designed to meet literacy goals and success is measured through improvements in reading, speaking, listening and writing, as well as confidence increases in creativity, imagination, and engagement with the arts. Program curricula align with arts standards, classroom needs, and Common Core standards.

• CITY SPOTLIGHTS SUMMER LEADERSHIP PROGRAM and TEEN COUNCIL —Success is measured by self-reported increases in confidence, leadership abilities, and communication skills.

• INTERACTIVE READINGS: STORIES ALIVE! —This program aims to inspire a love of reading and books, through interactive activities and storytelling at community sites. Goals and indicators include number of low-income Boston neighborhoods, children, and families who participate, number of unique readings, number of reading sites and Creativity Toolkits provided, and anecdotal feedback.

Program Success Monitored By 

Boch Center is recognized for its innovation and best practice approach to measuring impact. Methods include:

CITY SPOTLIGHTS/TEEN COUNCIL – Boch Center measures youth impact via pre- and post-program assessments to identify artistic and social development. Teens are asked to conduct a self-assessment on these goals before and after the program. In addition, comprehensive mock interviews and entry/exit interviews are conducted with all teens to assess long-form feedback by volunteer interviewers from the Center’s staff and a corps of volunteer professionals from Boston.

· IN-SCHOOL RESIDENCY PROGRAM – Program success factors are customized based on each classroom's goals, focusing on Common Core ELA standards. Success is measured through improved student performance on activities, community/family engagement, and pre- and post-program writing activities; student performances (culminating event); teacher, student, and administrator surveys; and interviews.

Examples of Program Success 

These programs have impacted thousands of Boston children and teens since the programs began, and participants have cited how the programming has ignited new confidence in abilities, opinions, and creativity. School teachers and administrators have shared how the residencies improved students’ literacy and confidence. One school worked with us for the fourth year in 2016 with the same cohort (Patrick J. Kennedy School/PJK, East Boston) and remarked how, in comparison with other students, reading levels had increased significantly for participants. Ms. Hamwey said “As a teacher you always want to see children grow. We’ve had children – ELLs – jump FIVE reading levels! Of course I’d like to take all the credit, but I simply can’t. I have to give credit to In-School Residencies.”

The City Spotlights teens speak about how City Spotlights affected their lives. Stephaun commented, "Words cannot explain how this program made me feel. It may be the most significant moment of my life."


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Josiah A. Spaulding Jr.
CEO Term Start Jan 1987
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
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Senior Staff

Name Title Experience/Biography
Mrs. Michelle Chapman -- --
Mrs. Corey Evans -- --
Mrs. Ashley McGlone -- --
Mr. John Perkins Chief Financial Officer

Leveraging more than twenty years of professional experience, including corporate finance and public accounting, John F. Perkins is responsible for the oversight and management of the Finance and Human Resources functions at Citi Performing Arts Center.  Prior to joining Citi Center in May 2011, John was Vice-President and Corporate Controller at RISO, Inc., where he was a member of the executive management team and was responsible for all financial and tax reporting of the US parent and its foreign subsidiaries.  John has served as a member of the Board of Directors and Treasurer of the Masconomet Youth Hockey Association, and the Middleton Youth Baseball & Softball Association.  John presently serves on the Board of Trustees and as a member of the Finance Committee of the Wenham Historical Association and Museum.  John is a Certified Public Accountant and holds a Bachelor of Science in Accountancy from Bentley University and a Master of Science in Taxation from Suffolk University.  

Mr. Josiah A. Spaulding Jr. President and CEO

Joe oversees the administrative and presenting functions of Citi Center and its subsidiaries.  While ensuring the execution of the organization's mission throughout all tiers of programming, Joe spearheads long-range planning, development, and growth.  Joe’s accomplishments include the award-winning renovation of the Wang Theater in 1992 and the establishment of Citi Center’s Education Department in 1988.  In 2006, Joe negotiated a 15-year alliance between Citi Center and Citigroup; this long-term strategic public-private partnership enhances Citi Center’s ability to build its broad-based entertainment and arts education community initiatives.  In 2008, Joe developed a co-booking partnership with Madison Square Garden Entertainment to attract high-quality entertainment in Citi Center’s Wang Theatre for the next decade.  Under Joe’s leadership, Citi Center has co-produced such Tony-award winning Broadway shows asSpamalot,Thoroughly Modern Millie,White Christmas, and, most recently, theAddams Familywith the Broadway producing organization Elephant Eye Theatrical.  A unique collaboration dedicated to developing new musicals, Elephant Eye combines an experienced producing team with the institutional leadership and subscription audiences of fifteen performing arts centers.

 

Prior to joining Citi Center, Joe was Founder and Director of the Great Woods Educational Forum and a consultant for Great Woods, Inc., (now known as the Comcast Center for the Performing Arts), Cedar Point Company, and John Drew Company.  He holds a B.A. from Bowdoin College and has received honorary doctorate degrees from Curry College and Salem State College.  Joe currently serves on the board of Spaulding Rehabilitation Hospital and Partners Continuing Care, Inc.  Formerly, Joe served as a Board member of the Holderness School, Shore Country Day School, LynnArts, Inc., New England Medical Center and Downtown Crossing Association, Pine Street Inn, and Asian American Civic Association.  He was Chair of the Boston Theatre District Association from 1989-1991 and Chair of the Massachusetts Cultural Council from 1991-1995.  

Ms. Sue Dahling Sullivan Chief Strategic Officer

As Chief of Staff/Chief Strategic Officer for Citi Performing Arts Center since 2005/6, Sue has oversight for organizational planning and development, special projects and initiatives, institutional marketing and education outreach. Previously, Sue was a nonprofit consultant specializing in capacity building, growth, and change for a prestigious list of local, regional, and national clients in a variety of sectors. For almost 12 years, she worked for Boston Lyric Opera (BLO), one of North America’s fastest growing opera companies at the time, as Deputy Director. While there, she was project manager forCarmen on the Common, an outdoor opera mega-event which made cultural history in the City of Boston. Sue has over 25 years of marketing, fundraising, and general management experience in both the profit and non-profit sectors and has held positions with Harvard Business School, Apple Computer, HBM Creamer Advertising/Heller Breene Design, the USS Constitution Museum, and The Computer Museum.  She is a frequent speaker and has published articles on non-profit management, marketing, education, strategic planning, and the Balanced Scorecard. Sue has also taught strategic branding at the Harvard Extension Program, and served on numerous non-profit boards and committees.  She holds an MBA from the Amos Tuck School of Business at Dartmouth College where she currently serves on the Allwin Initiative on Corporate Citizenship Advisory Board, and has a BA from Mount Holyoke College.  Currently, she is President of the Boston Arts Marketing Alliance (BAMA), is part of the Boston Chamber of Commerce’s 2011 Executive Leadership Institute, and serves on the Boston Cultural Council.

Mr. Michael Szczepkowski Vice President and General Manager

Michael Szczepkowski has served as the Vice President & General Manager of Citi Performing Arts Center since the summer of 2007, after serving as General Manager, Booking and Programming Manager and Theatre Manager from 1996.  In his current role, Michael oversees the day-to-day operations of Citi Center, including presentation bookings, co-presentations, rentals and function sales.  He also oversees Box Office, Group Sales, “The Club” operations, general theatre operations, such as facilities, theatre management and security, as well as labor management.  Prior to joining Citi Center, Michael worked as the Manager of The Lincoln Theatre at The University of Hartford for 10 years.  Michael is a member of the International Association of Assembly Managers and the International Ticketing Association. 

Awards

Award Awarding Organization Year
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Affiliations

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

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 34
Number of Part Time Staff 4
Number of Volunteers 51
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 5
Asian American/Pacific Islander: 0
Caucasian: 29
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 21
Male: 13
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers --
Management Succession Plan Yes
Business Continuity of Operations Plan --
Organization Policies And Procedures No
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
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. Mark Weld
Board Chair Company Affiliation Clarion Partners (ret)
Board Chair Term June 2016 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Paul Guzzi Retired 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: 0
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 0
Male: 0
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Board Governance
  • Compensation
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Education
  • Executive
  • Finance
  • Investment
  • Program / Program Planning

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2016 2015 2014
Total Revenue $38,298,460 $29,210,295 $27,007,655
Total Expenses $39,262,569 $28,742,065 $27,323,456

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 $2,988,568 $2,922,455 $1,027,679
Indirect Public Support -- -- --
Earned Revenue $35,878,422 $26,048,716 $24,897,983
Investment Income, Net of Losses $-568,530 $753,863 $1,171,095
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- $-514,739 $-89,102

Prior Three Years Expense Allocations

Fiscal Year 2016 2015 2014
Program Expense $35,756,433 $25,657,104 $24,249,344
Administration Expense $2,514,659 $2,398,008 $2,363,522
Fundraising Expense $991,477 $686,953 $710,590
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.98 1.02 0.99
Program Expense/Total Expenses 91% 89% 89%
Fundraising Expense/Contributed Revenue 33% 24% 69%

Prior Three Years Assets and Liabilities

Fiscal Year 2016 2015 2014
Total Assets $37,854,515 $36,641,585 $34,290,898
Current Assets $9,060,624 $7,112,011 $4,716,599
Long-Term Liabilities $647,339 $857,378 $700,756
Current Liabilities $8,143,460 $5,756,382 $4,030,547
Total Net Assets $29,063,716 $30,027,825 $29,559,595

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 --
Spending Policy --
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? Yes
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 1.11 1.24 1.17

Long Term Solvency

Fiscal Year 2016 2015 2014
Long-term Liabilities/Total Assets 2% 2% 2%

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 consolidated audited financials, reflecting The Boch Center (The Wang Center for the Performing Arts, Inc.) and subsidiaries. Total revenue includes non-operating revenue and changes in temporarily restricted net assets.  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?

Collectively, Boch Center's education programs strengthen crucial 21st century skills like collaboration, creativity, literacy and self-efficacy for Boston youth, provide crucial career development experience for urban teens, and inspire families and children from under-resourced neighborhoods with free access to top-notch artistic programming and performances, often their first experience in a theater. Students who are creatively engaged in learning perform better in the classroom and in standardized achievement tests, motivating them to have positive attitudes about school, providing a new lens to understand academic concepts, accelerating learning and improving retention while even increasing graduation rates. According to researchers at Johns Hopkins University School of Education’s 2009 “Learning, Arts, and the Brain Summit,” children are more motivated, engage in subjects with more attention, and retain what they learned better when the arts are integrated into curricula (PBS Parents, “How the Arts Can Help Struggling Learners”). Additionally, a 2011 Adobe survey reported that 80% of people felt unlocking creativity is critical to economic growth. Meanwhile, citing a large body of research, the 2011 Reinvesting in Arts Education report of the President’s Committee on the Arts and Humanities noted that arts engagement fosters important skills necessary for success in school, life and work. Despite this wealth of research, over 50% of Adobe’s 2012 ‘State of Create Survey’ respondents felt creativity is “stifled by education systems.” At the same time, many underserved Boston teens must contribute to family finances during summer, but there is limited employment for urban youth (in 2013, 26% of Boston teens were employed, a 45-year low according to the Boston Globe), especially work using 21st century skills. Boch Center’s Education Programs respond to these needs by providing high-quality FREE programs that have measurably impacted youth, including improving their writing, speaking and listening skills; strengthening leadership and confidence; increasing young people’s self-efficacy and interest in pursuing their future personal, academic and career goals; and belief in achieving their own potential. Overall, our evaluation findings reinforce how Boch Center programs help Boston students develop lifelong creative and critical thinking skills, engender confidence, and grow as individuals. Boch Center integrates solutions to these needs through in-school, out-of-school, and teen leadership programs for young people that strengthen literacy and build crucial leadership and life skills to help transition into adulthood.


2. What are your strategies for making this happen?

Annually impacting 40,000+ underserved and low-income children, teens, and families, this programming includes the following:

• IN-SCHOOL ARTIST RESIDENCIES—Led by professional teaching artists, in-school residencies provide weekly arts instruction in underperforming schools to BPS students with limited arts education opportunities. Residencies in four schools annually are up to 12 weeks, serve up to 30 children/classroom, and provide a customized curriculum aligned to Common Core Standards focusing on English Language Arts competencies. Teaching artists explore themes like individuality, cultural identity, and community, while integrating literacy standards to program goals and targeting needs of English Language Learners. Since the program launched in 2009, it has served 26 unique schools, including nine current and former schools identified for underperforming status, and reached 9,700+ K-12 students.

• CITY SPOTLIGHTS SUMMER LEADERSHIP PROGRAM—A unique summer employment opportunity for low-income Boston teens, City Spotlights uses an arts-intensive format led by teaching artists to help teens: 1) develop confidence, leadership and job skills; 2) become lifelong learners; and 3) become engaged community members. Teens earn minimum wage for 25 hours/week to create workshops in Boston community centers on social justice topics, engage in advocacy at the State House, and create lesson plans and street theater performances reaching a total 35,000+ people per summer. Due to community demand (4 teens audition for one position), the program recently doubled from 30 to 60 urban teens, ages 15 to 19. In 2015 and 2016, teens had special opportunities for advocacy: they have performed for Mayor Walsh, former Governor Deval Patrick, Senate President Stan Rosenberg, MA Rep. Cory Atkins, the full MA Senate, City Councilors and the Arts Commissioner.

• TEEN COUNCIL—A year-round, out-of-school program, Teen Council combines performing arts, community advocacy, and professional development training. Based on the City Spotlights model, the goal of Teen Council is to empower teens to recognize and utilize their potential as artistic leaders and community advocates; the program also extends the impact of City Spotlights by offering year-round leadership opportunities. For the first time, this year Boch Center is offering Teen Council paid after-school part-time positions to respond to strong demand for year-round youth employment opportunities. Teens create original performances and interactive workshops around social topics that affect their community to share throughout Boston in community and medical centers as well as colleges.

· INTERACTIVE READINGS: STORIES ALIVE!—Leveraging an unrivaled network of 200+ community partners, professional teaching artists bring stories to life at Boston Centers for Youth and Families, Boston Public Library branches, Boys & Girls Clubs, hospitals and early childhood centers, and other sites. Illuminating imaginative thought while engaging children “on stage,” programs focus on books like Nelson’s illustrated picture book of Martin Luther King Jr.’s I Have A Dream speech, and McCloskey’s Make Way for Ducklings. Partners receive their own Creativity Toolkit including a book copy, specially developed curriculum, craft supplies, costume accessories, and props. Target: K-5 underserved children in community centers and sites.

· SPECTRUMBOSTON FREE TICKET ACCESS – Boch Center’s Ticket Access program engages families and strengthens communities by giving free access to excellent seats at Boston’s music, dance, visual arts, theater, and cultural events for children and families who typically have no opportunity to experience the performing arts. 


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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