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 15 Channel Center Street, Suite 103
 Boston, MA 02210
[P] (617) 350-7610
[F] (617) 426-5003
Matt Wilson
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 Printable Profile (Summary / Full)
EIN 46-0904093

LAST UPDATED: 03/15/2018
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes



Mission StatementMORE »

MASSCreative works to build a more vibrant, healthy and equitable Massachusetts. MASSCreative works with artists, leaders, supporters, and partners of the arts, cultural, and creative community to advocate for the resources and support necessary for the sector to thrive.

Mission Statement

MASSCreative works to build a more vibrant, healthy and equitable Massachusetts. MASSCreative works with artists, leaders, supporters, and partners of the arts, cultural, and creative community to advocate for the resources and support necessary for the sector to thrive.

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $587,561.00
Projected Expense $547,950.00

ProgramsMORE »

  • Arts Matter Day
  • Create the Vote 2018
  • Creative Placemaking
  • Creative Youth Development Advocacy Training Program
  • Title One

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

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


Mission Statement

MASSCreative works to build a more vibrant, healthy and equitable Massachusetts. MASSCreative works with artists, leaders, supporters, and partners of the arts, cultural, and creative community to advocate for the resources and support necessary for the sector to thrive.

Background Statement

Founded in 2012, MASSCreative works to fulfill its mission by running public education and advocacy campaigns to ensure that arts, culture, and creativity receive the resources and support they need to thrive from the Commonwealth’s political leaders. Through traditional advocacy at the national, state, and municipal levels, and non-partisan work around electoral campaigns, MASSCreative advocates for a Commonwealth in which arts and culture thrive in neighborhood centers and keep its downtowns bustling with innovative design, community activity, and creative expression.

MASSCreative believes creative workers and working artists are major parts of a growing, dynamic economy and that robust and high-quality arts education should be available to all ages, both inside and outside of schools, to help students learn, succeed, and develop a voice for expression. In addition, MASSCreative believes arts and cultural experiences must be accessible to all, as it helps bring together friends, family, and differing cultures to better understand our multicultural world.

MASSCreative’s success is based on effective implementation of its three core strategies:

·  Building the arts sector’s political power by engaging a broad grassroots advocacy network of working artists and nonprofit institutions, developing strong relationships with opinion leaders and decision makers, and partnering with other advocacy sectors.

· Leading bold and dynamic campaigns that call for public policy change. MASSCreative’s platform and program includes four core policy goals:

· Build livable, healthy, and vibrant communities animated by arts, culture, and creativity.

· Support a dynamic economy empowered by working artists, creative workers, and the non-profit arts community.

· Create an education system in the Commonwealth that educates the whole child, and provides access and funding to provide quality arts education to all.

· Promote diversity, equity, and inclusion in the Commonwealth and encourage equal access to opportunities for artists and arts organizations to present, promote, and fund their work.

·  Broadcasting the sector’s stories and their impacts on the Commonwealth’s economy, social fabric, community, and overall quality of life. Through earned media outreach and a social media following of more than 14,000, MASSCreative helps build public will across the Commonwealth to ensure increased investment and support of the arts and cultural sector.

Impact Statement

This Year:

The nonpartisan Create the Vote 2017 Initiative worked with arts leaders in 13 cities to inject arts and culture into the dialogue and debate of their cities’ mayoral campaigns. MASSCreative sponsored candidate forums in Cambridge and Newton, secured more than 100 questionnaires from candidates and contacted 100,000 voters encouraging them to vote.

MASSCreative’s advocacy has helped override three consecutive vetoes by Governor Baker of the Mass Cultural Council’s budget. Through the organization’s leadership, state investment in the arts community has increased 66% over the past four years.

Working with a broad coalition, MASSCreative encouraged the state education officials to development of a report card that will track, on a school by school basis, access and participation in arts education. Officials also agreed to rewrite the curriculum for all arts education classes.

MASSCreative continues to build its institutional capacity to be a powerful force for advocacy in the Commonwealth. Its five-person staff coordinates a 54-person Leadership Council, engages its 400-member organizations, and mobilizes more than 25,000 individuals in various MASSCreative campaigns.

Next year:

MASSCreative will run Create the Vote 2018, working with arts leaders across the state to inject the issues of arts and culture into the Massachusetts gubernatorial and legislative races

Through its work with state officials, MASSCreative will continue its work to embed the use of arts and creative as programs into the youth development work of the Departments of Youth Services, Mental Health, Children and Family, and Public Health.

MASSCreative will develop an individual donor base to help build a more stable and sustainable revenue stream to support the organization’s work. From growing its grassroots base of $25-$50 donors to a recruiting a set of larger contributors of over $1,000, MASSCreative will work to build its internal capacity, supported by passionate individual supporters.

Needs Statement

As MASSCreative builds its advocacy strength and capacity, the organization needs policy expertise to continue to develop bold, innovative and dynamic policy initiatives. $24,000  

MASSCreative’s website was developed five years ago and has weathered significant additions and burdens. With its increased program needs and the advancement of website technology, the organization needs to upgrade its website. $15,000

MASSCreative’s current funding base relies entirely on foundations and organizational members. The organization needs to develop a more stable and sustainable revenue stream through identifying and recruiting small and large individual donors to the organization. A fundraising consultant would help the organization set up and implement such a program. $18,000

MASSCreative needs to be a statewide leader in building the public will to support arts an creativity, The organization needs to craft and broadcast a powerful and dynamic narrative that appeals to and mobilizes the general public. A communications expert can help to craft a broader message and deliver a broad-based public education strategy to attract, educate, and engage the grassroots public, $25,000

CEO Statement

Massachusetts’ creative community has long been a vehicle for social change in Massachusetts. It builds vibrant downtowns and connects its communities, making Massachusetts a place where people want to work, play, visit, and raise their children.

· Massachusetts’ world-class facilities bring tourists from around the globe, inspire its residents, and provide engaging programs.·

· The arts scenes in the downtowns of the Commonwealth’s Gateway Cities, such as Lowell and Pittsfield, bring economic activity and spirit to these post-manufacturing urban centers.

· The activities of 329 Local Cultural Councils across the Commonwealth support more than 1,500 community cultural organizations and bring creativity out to its schools, homes, and neighborhoods.·

· Youth arts programs and arts educators help teens and young adults find their voices and teach vital 21st century skills of innovation and creativity.

Yet, while the streets, museums, galleries, and performing arts centers are alive, the support and resources dedicated to the creative community is lacking. Most political leaders still look at the arts as “nice” but not “necessary”. The majority of institutions operate on the thinnest of margins: Americans for the Arts reported that in 2010 60% of creative organizations operated in the red.

Despite polling showing 70% of the state’s population supports increased public funding for the arts, investment in the sector has dropped significantly over the past decade. Massachusetts’ support of the arts is just over half of what it was a decade ago, and only a handful of municipalities directly invest in the arts. Arts education programs are being slashed and students are losing the opportunity in their schools to learn about creativity and innovation.

Despite its breadth and depth, the creative community has not organized itself well as an effective political advocate. To help build the sector’s political power, over the past five years MASSCreative has built its capacity to broadcast the community’s stories of impact and coordinate bold advocacy campaigns to ask for what the sector needs to thrive. Most importantly, MASSCreative taps into the sector’s core strength – its boards, staff, volunteers and its passionate audiences – to provide opportunities for them to take responsibility for the sector and participate in civic advocacy for the creative community. Through providing the structure and vision, MASSCreative brings together and engage the community’s leadership and its supporters, to increase the political power of the sector.

Board Chair Statement


Geographic Area Served

MASSCreative works to advocate for the arts and creative community across the 351 municipalities of the Commonwealth.

Organization Categories

  1. Arts,Culture & Humanities - Alliances & Advocacy
  2. Education -
  3. Youth Development -

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



Arts Matter Day

To help arts leaders and supporters tell their stories on the role arts and creativity play in the Commonwealth, MASSCreative sponsors #ArtsMatterDay, an online celebration of arts, culture, and creative expression.

For one day in October, the arts community takes social media by storm and prove that arts matter in Massachusetts! Friday, October 26, 2018 MASSCreative will host the 5th Annual #ArtsMatterDay.

Each October for the past four years, the creative community comes together to celebrate #ArtsMatterDay. By sharing hundreds of pictures and videos – and of course, art – we’ve shown why arts matter to us.

With the statewide and legislative races all across the Commonwealth, this year’s #ArtsMatterDay gives us a unique opportunity to invite arts supporters, voters, and candidates to share why arts matter to them. With Election Day coming up on November 6, #ArtsMatterDay falls in the final stretch of ‘Get out the Vote’ efforts for candidates.

Budget  --
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
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Program Success Monitored By  --
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Create the Vote 2018

Elections are a time for candidates and voters to discuss the strengths and challenges of our towns and cities. It is also the time where we as a society can openly debate our vision for our communities and think about what is possible.

While arts and culture play a role in our local economies, our educational systems, and in the vibrancy of our neighborhoods and downtowns, candidates often times do not include arts and culture as part of their platform or vision.

Seeing the need to make arts and culture part of the discussion, MASSCreative will launched Create the Vote 18, a nonpartisan public education campaign to raise awareness and support for arts, culture, and creative expression. With a gubernatorial election and 200 state senate and representative races, these election are a great opportunity to encourage candidates to develop and arts platforms and for voters to think about arts when they enter the voting booth.
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Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
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Creative Placemaking

MASSCreative will partner with the Massachusetts Association of Community Development Corporations (MACDC) to advance creative placemaking across the Commonwealth. We will look at how artists can best work with community developers to create and keep vibrant and livable neighborhoods and downtowns.

Creative placemaking is a strategy to shape, reshape or preserve communities and local economies by intentionally leveraging the power of arts, culture, and creativity.

MASSCreative and MACDC will work in partnership with artists, designers, planners, architects, and community developers. We will set up activities to help establish connections across sectors and opportunities to discuss opportunities for meaningful creative placemaking in their neighborhoods. The project will examine the challenges of bringing creative placemaking to scale and the role state and local government need to play to in supporting projects.

Budget  --
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
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Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Creative Youth Development Advocacy Training Program

In under-resourced neighborhoods across Massachusetts, teens and young adults face uneven school environments, violence, and poverty. They become disconnected from their communities and struggle with their transition to adulthood.

A number of out-of-school youth arts programs have emerged to fill a void and provide at-risk youth with in-depth experiences in arts and culture. Termed Creative Youth Development, these programs help young people find their voice though artistic expression and empower them through engagement in local and statewide cultural and social justice issues.

MASSCreative will work closely with two of the flagship CYD organizations -- the Hyde Square Task Force and Zumix – to develop and implement a yearlong program and curriculum for CYD staff and youth to tap into their potential to be effective advocates for their own organizations, the CYD sector and cohort, and for issues of concern in their neighborhoods.

Budget  --
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
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Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

Title One

Introduced fifty years ago, as a piece of the 1965 Civil Rights legislation, Title I has been a key tool for state and local educators to improve student achievement in under-resourced districts and schools across the nation. The goals of Title I are bold and powerful -- improve learning and mastery of subject matter, improve school climate and culture, and increase parental and student engagement.

While the majority of Title I money has been funneled to English and Math programs, recent programs in California have invested in arts education to effectively meet Title I goals.

MASSCreative will work with school systems across the Commonwealth to explore opportunities for districts to use arts programs to meet the goals of Title I.

Title I provides an exciting opportunity to increase education excellence in the State. It allows arts education to be a core piece of the curriculum, focuses on under-resourced districts that need assistance.

Budget  --
Category  Arts, Culture & Humanities, General/Other
Population Served General/Unspecified
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
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CEO/Executive Director/Board Comments



CEO/Executive Director Mr Matthew L Wilson
CEO Term Start Mar 2012
CEO Email
CEO Experience For 28 years, Matt Wilson has organized volunteers and communities, directed non-profit organizations, and run campaigns for progressive issues and candidates on a local, state, national and international level. Over his career he has developed expertise on volunteer and leadership develop strategic campaign development and implementation, and grassroots fundraising techniques. In 2011, he directed Bob Massie’s campaign for the U.S. Senate seat held by Scott Brown. Previously he coordinated Health Care For All’s campaign to monitor the takeover of the nonprofit Caritas Hospitals by a for profit private equity firm. In 2008, Matt set up a field operation to expand Corporate Accountability International’s capacity to implement its campaigns to address the corporate control of our food and water systems. As the National Director of the field staff for from 2005-2006, Matt helped develop and implement the strategy behind’s successful 2006 Call for Change program that helped the Democrats take back Congress. The Call for Change program recruited and trained more than 100,000 volunteers who made over seven million phone calls to targeted voters in 60 swing Congressional and Senate districts. As the Director of Toxics Action Center from 1989 to 2005, he assisted more than 300 neighborhood groups fight toxic pollution in their communities. Matt grew the organization from one staffer working in Massachusetts to a New England-wide organization with 11 staff. Matt graduated from Dartmouth College in 1983 and also earned a Masters of Public Administration at the Harvard Kennedy School of Government. He lives in Reading MA with his wife Lori Hodin.  They have three children, Sam, Ellie, and Ruth.
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
Betsy Groban Deputy Director --
Tracie Konopinski Senior Organizer --
Emily Ruddock Program Advocate --


Award Awarding Organization Year
-- -- --


Affiliation Year
Massachusetts Nonprofit Network 2012
Please select... --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


MASSCreative works with a number of coalitions to advance its advocacy agenda.

· MASSCreative is a founding member of the Arts for All Coalition which is working to increase access and participation to arts education in schools. The coalition consists of Arts|Learning, EdVestors, Young Audiences of Massachusetts, MassINC, Project LEARN/Lowell, and the Boston Public.

· Around creative placemaking, MASSCreative has built a partnership with the Smart Growth Alliance, the Massachusetts Association of Community Development Corporations, the Boston Society of Architects, and working artists to ensure that design and public art are incorporated into new real estate development.

· To promote the utilization of arts in youth development, MASSCreative is working with the Mass Cultural Council, the Departments of Youth Services, Children and Family, Public Health, and the Commonwealth Corporation.

· As a member of the Massachusetts Nonprofit Network, and with MASSCreative ED Matt Wilson on the MNN board, the organization is partnering with the broader community to advocate for protection of the nonprofit community.

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 5
Number of Part Time Staff 0
Number of Volunteers 2
Number of Contract Staff 1
Staff Retention Rate % 50%

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 4
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 4
Male: 1
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 2
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions


Reporting and Evaluations

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


Board Chair Ms Sara Stackhouse
Board Chair Company Affiliation Boston Conservatory at Berklee
Board Chair Term Jan 2015 - Jan
Board Co-Chair Ms Catherine Peterson
Board Co-Chair Company Affiliation ArtsBoston
Board Co-Chair Term Nov 2013 - Nov 2014

Board Members

Name Company Affiliations Status
Susan Chinsen Chinese Historical Society of New England Voting
Stephen Immerman Montserrat College of Art Voting
Justin Kang Greater Boston Chamber of Commerce Voting
Wayne Kennard Co founder and principal of high-tech startups. Former partner at WilmerHale. Voting
Richard Maloney Boston University Voting
Jose Mateo Jose Mateo Dance Theatre Voting
Russell Peotter Retired from WGBY, serves on many boards Voting
Catherine Peterson ArtsBoston Voting
Jonathan Rappaport Arts/Learning Voting
Jonathan Rappaport Arts/Learning Voting
Malcolm Sherman Brandeis University Voting
Troy Siebels Hanover Theatre Voting
Vanessa Snow Greater Boston Labor Council Voting
Sara Stackhouse Actor's Shakespeare Project Voting
Jason Weeks Cambridge Arts Council Voting
Erin Williams Worcester Cultural Coalition 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: 2
Asian American/Pacific Islander: 0
Caucasian: 12
Hispanic/Latino: 2
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 5
Male: 11
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 90%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 94%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation No

Standing Committees

  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Human Resources / Personnel and Finance and Marketing and Nominating and By-laws
  • Public Policy/Advocacy

CEO/Executive Director/Board Comments


Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $587,561.00
Projected Expense $547,950.00
Form 990s

2017 Form 990

2016 Form 990

2015 Form 990

2014 Form 990

2013 Form 990-EZ

Audit Documents

2017 Reviewed Financials

2016 Reviewed Financials

2015 Reviewed Financials

2014 Reviewed Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $280,665 $345,937 $384,267
Total Expenses $424,389 $245,674 $332,230

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $191,121 $345,761 $384,125
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses -- -- $142
Membership Dues $86,260 -- --
Special Events $2,900 -- --
Revenue In-Kind -- -- --
Other $384 $176 --

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $275,219 $174,489 $250,149
Administration Expense $72,081 $48,954 $61,706
Fundraising Expense $77,089 $22,231 $20,375
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.66 1.41 1.16
Program Expense/Total Expenses 65% 71% 75%
Fundraising Expense/Contributed Revenue 40% 6% 5%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $183,634 $213,991 $113,625
Current Assets $183,634 $213,991 $113,625
Long-Term Liabilities $0 $0 $0
Current Liabilities $1,955 $8,970 $8,867
Total Net Assets $181,679 $205,021 $104,758

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Income Only
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 3.00

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 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 93.93 23.86 12.81

Long Term Solvency

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

CEO/Executive Director/Board Comments


Foundation Comments

Financial summary data in charts and graphs are per the organization's financial review for FY17 and per the IRS Form 990s for FY16 and FY15. Contributions from foundations and corporations are listed under individuals when the breakout was not available.   


Other Documents

Annual Report (2016)


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?


2. What are your strategies for making this happen?


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


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


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