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MASSCreative

 15 Channel Center Street, Suite 103
 Boston, MA 02210
[P] (617) 350-7610
[F] (617) 426-5003
www.mass-creative.org
[email protected]
Matt Wilson
Facebook Twitter
INCORPORATED: 2012
 Printable Profile (Summary / Full)
EIN 46-0904093

LAST UPDATED: 10/15/2015
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

Founded in the spring of 2012 by leading members of Massachusetts’ arts, cultural, and creative community, MASSCreative works with creative leaders, working artists, arts educators and arts and cultural supporters to build a unified and powerful voice to advocate for the resources and attention necessary to build vibrant and connected communities. MASSCreative’s program utilizes the strategies of public education, advocacy and organizing to strengthen the voice and political muscle of the Commonwealth’s creative community:

 

 

Mission Statement

Founded in the spring of 2012 by leading members of Massachusetts’ arts, cultural, and creative community, MASSCreative works with creative leaders, working artists, arts educators and arts and cultural supporters to build a unified and powerful voice to advocate for the resources and attention necessary to build vibrant and connected communities. MASSCreative’s program utilizes the strategies of public education, advocacy and organizing to strengthen the voice and political muscle of the Commonwealth’s creative community:

 

 


FinancialsMORE »

Fiscal Year July 01, 2013 to June 30, 2014
Projected Income $320,100.00
Projected Expense $298,000.00

ProgramsMORE »

  • MASSCreative

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown (%)

No data available

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


Overview

Mission Statement

Founded in the spring of 2012 by leading members of Massachusetts’ arts, cultural, and creative community, MASSCreative works with creative leaders, working artists, arts educators and arts and cultural supporters to build a unified and powerful voice to advocate for the resources and attention necessary to build vibrant and connected communities. MASSCreative’s program utilizes the strategies of public education, advocacy and organizing to strengthen the voice and political muscle of the Commonwealth’s creative community:

 

 


Background Statement

 Founded in the spring of 2012 by leading members of Massachusetts’ arts and cultural community, MASSCreative works with creative leaders, working artists, arts educators and arts and cultural supporters to build a unified and powerful voice to advocate for the resources and attention necessary to build vibrant and connected communities.

In its first year, MASSCreative statewide campaigns increased operational and capital investment to the state creative community by 78% and its Create the Vote campaign made arts and culture a priority in the Boston Mayoral election. In the past 18 months, MASSCreative engaged more than 200 institutions and 10,000 residents in advocacy activities to support the creative community.

MASSCreative’s program utilizes the strategies of public education, advocacy and organizing to strengthen the voice and political muscle of the Commonwealth’s creative community:

1) Public Education - Telling Our Stories. While the creative community is active in neighborhoods across the Commonwealth, the majority of political leaders look at arts and culture as “nice” but “not necessary”. MASSCreative works to reframe the creative community’s narrative to emphasize its impact on individuals and communities. MASSCreative gathers and broadcasts these stories through its website, earned media, social media and at public meetings across the Commonwealth.

2) Advocacy – Asking for What the Community Needs. MASSCreative brings together the creative community to campaign on the municipal, state and federal level. Its current platform asks to:

· Increase state, federal, and municipal investment in the creative sector.

· Ensure all youth have access to quality arts education programs.

· Increase public resources to maintain, rebuild, and build arts and cultural facilities to create and share the community’s work.

· Encourage policies which support the work of individual artists and creative entrepreneurs.

Organizing – Building a Powerful Community Voice. MASSCreative recruits, trains, and engages the creative community to build the political power for the arts and cultural sector to effectively influence decision makers. MASSCreative’s Action Network is a dynamic set of “grasstops” leaders and “grassroots” supporters organizing across the Commonwealth to build a potent political force engaged in strategic campaigns for change.

 


Impact Statement

This year MASSCreative boosted investment in the state’s creative community by 78%, increasing the Commonwealth’s commitment to build vibrant and connected communities by $11.5 million.

· MASSCreative’s advocacy convinced state leaders to significantly increase spending on the arts for the first time in 6 years. The MA Cultural Council’s budget allocation increased 17% to a total of $11 million, giving many artists and institutions budget increases for the year.
· The MASSCreative-led Create the Vote coalition in Boston brought together 100 creative institutions and artists to make arts, culture, and creativity one of the priorities for candidates and voters in the 2013 Boston Mayoral campaign. Our Arts Forum, was the largest campaign event of the race, bringing more than 600 people to the Paramount Theatre.· MASSCreative’s Cultural Facilities Campaign convinced Governor Patrick to triple the state’s investment to maintain and rebuild our cultural facilities. The state will deliver $15 million in grants in 2014 to arts and cultural institutions compared to $5 million allocated over the past 4 years.

MASSCreative's 2014 program:
Create the Vote – With Massachusetts electing a new Governor in 2014, MASSCreative will work to make sure arts and culture is part of the discussion in the gubernatorial campaign. Through a public education and organizing campaign, we will encourage voters to make arts and culture one of their priorities and ensure each candidate has a bold and dynamic arts and culture platform.
· Arts for All - MASSCreative believes all children should have access to quality art education, both in school and after school. We will propose to the MA Board of Higher Education that it should make one year of high school arts education a requirement for admission to the state university system.
· MASSCreative will organize the arts and cultural community to make sure the state increases its investment to the creative sector.

Needs Statement

Staff Organizers. We need talented organizers to recruit, train and engage leaders and supporters of the arts and cultural community. By building a strong grassroots movement we can better advocate for the support and resources needed to build vibrant and connected communities across the Commonwealth. $32,000 for fulltime staffer.

Policy Expertise. As MASSCreative builds its advocacy strength and capacity, we need to develop bold, innovative and dynamic policy initiatives. $24,000 for policy consultant.

Communications Assistance. Many of our political leaders still look at the arts and cultural community as “nice but not necessary”. We need to change that narrative and develop and broadcast stories from the community that shows the broad impact the sector has on communities across the Commonwealth. $24,000 for communications consultant.

Individual Donors. Our current funding base consists of foundations and organizational members. To develop a more stable and sustainable revenue stream, we need to identify and recruit small and larger donors to the organization. $18,000 for fundraising consultant.

Board Members. – As we move into our second year, we need to recruit new board members and move MASSCreative from a founding board to a governing board. No cost.

CEO Statement

Massachusetts’ creative community has long been a vehicle for social change in Massachusetts. It builds vibrant downtowns and connects its communities, helping make Massachusetts a place where people want to live, 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 80% of the state’s population supports public funding for the arts, investment in the sector has dropped significantly over the past decade. Federal support of the arts is at the same level as 35 years ago, 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 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, MASSCreative needs to broadcast the community’s stories of impact and coordinate bold advocacy campaigns to ask for what the sector needs. Most importantly, MASSCreative needs to tap into the sector’s core strength – its boards, staff, volunteers and its vast 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 must bring together and engage the community’s leadership and its supporters, to increase the political power of the sector.
 
 

Board Chair Statement

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Geographic Area Served

STATEWIDE
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Organization Categories

  1. Arts,Culture & Humanities - Alliances & Advocacy
  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

MASSCreative

MASSCreative will run programs to:

·        Educate the public on how artistic and cultural experiences are a public good that creates positive ripple effects throughout the social and economic spheres of the community

·        Advocate for policy changes to support and invest in the sector

·        Provide a network for organizations and audiences to share and learn

·        Train leaders and audiences to effectively engage in the political system

Budget  $250,000
Category  Arts, Culture & Humanities, General/Other Arts, Culture & Humanities, General/Other
Population Served US
Program Short-Term Success 

MASSCreative wants to create thriving, robust and connected communities by utilizing the arts and cultural sector as an agent for change. We recognize themodels of successful cultural and artistic institutions acting as revitalizing agents incities such as Pittsfield, Lowell and Worcester. We have also seen innovative arts education programs such as the Boston Arts Academy that enhance and inspire the lives of our youth.

To provide these opportunities to more communities, we need increased support and investment from our political leadership. Over the next two years we will work to increase the Massachusetts Cultural Council budget to $12 million and in six years restore it to its 2002 level of $20 million, increase the annual allocation from the Cultural Facilities Fund from $5 million to $10 million, advocate for policy changes that ensures arts education for all youth, and push policies to benefit the creative economy.

To win these campaigns we will build a grassroots ActionNetwork to provide the political muscle necessary to win. We will recruit two members of the Action Network to join our Board, develop an Action Network Steering Committee with 30-40 members, and build a list 5,000+ volunteers to engage in campaign actions.

Program Long-Term Success 

In a time where resources are tight, the arts and cultural community needs to fight for the support and resources that allow it to operate at its full capacity. Over the past decade, Massachusetts has seen municipalities use the arts as a major driver to build vibrant communities.These creative communities produce ripples of impact that boost local economies, build town spirit and improve the quality of life in the places we live, work, play and stay. MASSCreative will work to bring these changes to scale, giving more municipalities the opportunity to tap into the creativity and innovative ideas indigenous to each community.

MASSCreative provides an exciting opportunity to bring together the passionate and innovative minds and energies of the arts and cultural sector as well as the creative economy. MASSCreative will provide the platform and opportunities for sector leaders and audiences to tell their compelling stories and advocate for more support and investment in the arts and culturalcommunity.

Program Success Monitored By 

On the broad level, we will measure our success on the impact that increased investment in the arts and cultural organizations have on the development of more vibrant, thriving and connected municipalities. We will use the MASSINCCreative Placemaking Impact Modelto measure our success.

Specifically, we will measure the effectiveness of our:

·        Programmatic success on our ability to win policy initiatives on a federal, state, and municipal level.

·        Communications outreach through the breadth and depth of our social media reach, our earned media hits, and organizational opportunities to personally address audiences.

·        Membership development success through our ability to recruit and retain our organizational and individual membership. This will show our effectiveness, relevance and value we are adding to our core constituency. Ultimately, will the communities we serve, support us?

·        Depth of support in the arts and cultural sector through the makeup of our Board of Directors which will reflect our levels of support by sector leadership

Effectiveness of the Action Network by the breadth of activity and our ability to engage thousands of supporters in campaign activities. We will measure the depth of the Action Network as we work to develop 30-40 leaders to serve on the Steering Committee
Examples of Program Success  We will be publicly launching our organization on October 1

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr Matthew L Wilson
CEO Term Start Mar 2012
CEO Email [email protected]
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 MoveOn.org from 2005-2006, Matt helped develop and implement the strategy behind MoveOn.org’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 and their 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
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Senior Staff

Name Title Experience/Biography
Tracie Konopinski Senior Organizer --

Awards

Award Awarding Organization Year
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Affiliations

Affiliation Year
Massachusetts Nonprofit Network 2012
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 2
Number of Part Time Staff 0
Number of Volunteers 2
Number of Contract Staff 1
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 3
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 1
Male: 2
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? No
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers N/A
Management Succession Plan No
Business Continuity of Operations Plan --
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 No
State Registration No

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 N/A N/A
Non Management Formal Evaluation and Frequency N/A N/A

Governance


Board Chair Mr Russell Peotter
Board Chair Company Affiliation WGBY
Board Chair Term Nov 2013 - Nov 2014
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
Irene Buck none --
Monica Hinojos 3Rivers Arts Voting
Obehi Janice Artist Voting
Eryn Johnson The Community Arts Center Voting
Richard Maloney Boston University Voting
Tony Maroulis Amherst Chamber of Commerce Voting
Jose Mateo Jose Mateo Dance Theatre Voting
Jonathan Rappaport Arts/Learning --
Malcolm Sherman Brandeis University --
Troy Siebels Hanover Theatre --
Sara Stackhouse Actor's Shakespeare Project Voting
Javier Torres The Boston Foundation --
Jason Weeks Cambridge Arts Council Voting
Erin Williams Worcester Cultural Coalition --

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: 7
Male: 9
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 90%
Written Board Selection Criteria No
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation No

Standing Committees

  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Public Policy/Advocacy

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown (%)

No data available

Fiscal Year July 01, 2013 to June 30, 2014
Projected Income $320,100.00
Projected Expense $298,000.00
Form 990s

2014 Form 990

2013 Form 990-EZ

Audit Documents --
IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 --
Total Revenue $271,461 $155,302 --
Total Expenses $278,554 $178,074 --

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 --
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 --
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $270,227 $154,276 --
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses $1,234 $63 --
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other -- $963 --

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 --
Program Expense $214,416 $141,378 --
Administration Expense $46,073 $36,696 --
Fundraising Expense $18,065 -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.97 0.87 --
Program Expense/Total Expenses 77% 79% --
Fundraising Expense/Contributed Revenue 7% 0% --

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 --
Total Assets $61,426 $73,773 --
Current Assets $61,426 $73,773 --
Long-Term Liabilities $0 $0 --
Current Liabilities $8,705 $13,959 --
Total Net Assets $52,721 $59,814 --

Prior Three Years Top Three Funding Sources

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

Financial Planning

Endowment Value --
Spending Policy N/A
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 2014 2013 --
Current Ratio: Current Assets/Current Liabilities 7.06 5.28 --

Long Term Solvency

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

CEO/Executive Director/Board Comments

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Foundation Comments

MASSCreative is a newer organization, founded in April of 2012, and recently received its 501(c)(3) status / IRS Letter of Determination, posted above. As such, MASSCreative has only two full years of financials available, posted above for your reference. 
 
Financial summary data in charts and graphs are per the organization's IRS Form 990s. 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?

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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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