date: thursday, june 13, 201912:25 pm strategic conversation on messaging, governance and execution...
TRANSCRIPT
To: BSA Foundation Trustees From: Ted Touloukian AIA, Chair Re: Meeting Agenda Date: Thursday, June 13, 2019 Our next meeting begins at 12:00 pm to 2 pm on Wednesday, June 19 at BSA. Lunch will be provided at 12:00 pm. AGENDA 12:00 PM Call to Order
• Approval of April and February Meeting Minutes [VOTE]
12:10 PM Updating the BSA and BSA Foundation Collaboration Agreement [VOTE]
12:15 PM Financials:
• Audit [VOTE] • Q1 Financial Update & new quarterly reports
12:25 PM Strategic Conversation on messaging, governance and execution
• Community Design • Grants • Major Gifts, Consultant & Richard Russell’s recommendations [VOTE]
1:25 PM Updates
• Business planning - Billy • Website and messaging – Pamela • Update on work from the BSA – Rick Dimino & Eric White • Executive Director Review Process
1:50 PM New Business
p.
link
ENCLOSURES – Abbreviated Version
February 2019 Minutes p. April 2019 Minutes p. BSA & Foundation Collaboration p. Audit Report p. Q1 Financial Report p. Q1 Financial Narrative p. Richard Russell’s Scope p. Memo: Development Recommendations p. Highlights of BSA / Foundation Scorecard p.
ENCLOSURES – Full Version
2019 BSA Foundation Trustees List p. 2 2019 Board Meeting Dates p. 3February 2019 Minutes p. 4 April 2019 Minutes p. 5BSA & Foundation Collaboration p. 7 Audit Report p. 17Q1 Financial Report p. 43Q1 Financial Narrative p. 44Community Design Director job description p. 45Major Giving Consultant Scope p. 47Richard Russell’s Recommendations p. 48Memo: Development Recommendations p. 52Exec. Director Review Process p. 53Exec. Director 2019 Goals p. 55Highlights of BSA / Foundation Scorecard p. 58BSA / Foundation Scorecard (full) p. 59BSA Foundation Budget Schedule p. 85Statement of Values p. 87BSA Foundation Strategic Planning Map p. 88BSA Strategic Planning Map p. 89BSA Foundation Committees p. 91Staff – Faces of the BSA p. 92BSA / Foundation Org Chart p. 94 1
2019 BSA Foundation Trustees Meera Deean (’20) Boston Planning & Development Agency 15 State Street, Ste 1100 Boston, MA 02109-3502 617-423-7200 / [email protected] Richard A. Dimino (’19) A Better City 33 Broad Street, Suite 300 Boston, MA 02109 617-502-6240 / [email protected] Rickie Golden (’21) The Davis Companies 125 High Street Boston, MA 02110 617-936-4855 / [email protected] Bennet Heart (’19) Vice Chair Noble, Wickersham & Heart LLP 1280 Massachusetts Ave Cambridge, MA 02138-3840 617-491-9800 / [email protected] Eric Krauss (‘20) Treasurer New England Aquarium Central Wharf Boston, MA 02110 617-973-5200 / [email protected] Peter Kuttner FAIA (’19) Cambridge Seven Associates 1050 Massachusetts Avenue Cambridge, MA 02138 617-492-7000 / [email protected] Anne-Marie Lubenau FAIA (’20) Bruner Foundation 130 Prospect St Cambridge, MA 02139 (617) 492-8404 / [email protected] Patrick McCafferty PE (’20) Arup USA 60 State Street Boston, MA 02109 617-864-2987 / [email protected]
Haril Pandya FAIA (’20) CBT Architects 110 Canal Street Boston, MA 02114-1805 617-262-4354 / [email protected] Kelly Sherman (’21) Secretary 71 Fulkerson Street Cambridge, MA 02141 617-901-2435 / [email protected] David Silverman AIA (’19) Silverman Trykowski Associates, Inc. 125 Broad Street, Fl 7 Boston, MA 02110 617-426-1501 / [email protected] Richard Taylor (’21) Taylor Smith Commercial, LLC. Four Copley Place Boston, MA 02116 617-947-6089 / [email protected] Theodore T. Touloukian, AIA (’21) Chair Touloukian Touloukian Inc. 151 Pearl Street Boston, MA 02110 617-526-0884 / [email protected] Laura Wernick FAIA (’20) Past- Chair HMFH Architects, Inc. 130 Bishop Richard Allen Drive Cambridge, MA 02139 (617) 844-2113 / [email protected] Kenneth Willis (’21) Federal Home Loan Bank 800 Boylston St Fl 9 Boston, MA 02199 617-292-9631 / [email protected]
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2019 BSA Foundation Board Meeting Agenda Schedule
Dates Agenda Items Reports
Wednesday, January 23 Board Retreat
Wednesday, February 27 Joint Board Reception
6 PM - 8 PM
Thursday, February 28 BSA & BSA Foundation Meeting
12 PM - 2 PM
Wednesday, April 10 12 PM - 2 PM
ExComm 11 am-noon
Wednesday, May 22 12 PM - 2 PM
ExComm 11 am-noon
Wednesday, June 19 12 PM - 2 PM
ExComm 11 am-noon
Wednesday, September 4 12 PM - 2 PM
ExComm 11 am-noon
Wednesday, October 2 12 PM - 2 PM
ExComm 11 am-noon
Wednesday, December 4
12 PM - 2 PM ExComm 11 am-noon
-Introduce new Trustees -2019 Committee appointments -Review 2018 -Strategic collaboration committee recap -Key questions for Board in 2019 -A social event for the Society and Foundation Boards -Relationship between BSA and Foundation -Equity, Diversity, and Inclusion -Long-term financial and business planning Strategic Discussion: Goal 1- Education -Finance Committee recommendations -Review grant guidlines
Strategic Discussion: Goal 2- Community -Q1 Review and Adjustments -Budget Prep Calendar Strategic Discussion: Goal 3- Policy -Nominating Committee Recommendations -Audit review results -Define action items for Sept. 4 Board Meeting -Budget prep including ED Compensation Strategic Discussion: Goal 4- Programs, Exhibitions
& Grants -Budget preparation -Action items -Budget review and approval -Confirm 2020 Trustees and Officers -Joint Strategic Collaboration Assessment -Strategic discussion -Review of Excutive Director -Strategic Discussion & 2020 Planning -Review of 2019
-Assessment Report -Budget & Investment -Development -Programs & Exhibitions -Press -EDI -Final FY 2016 -Budget & Investment -Development -Assessment report -Press -Goals update -Q1 Reports -Assessment Report -Goals Update -Budget & Investment -Development -Civic TF update -Assessment report -Press -Programs & Exhibitions -Audit report Q2 Reports -ED report -Exhibitions/ Programs report -Development report Q3 Reports -Budget & Investment -Development -Management -Press -Prep for Board & ED Assessments -Grants Committee -Development Report -Press 3
February 28, 2019 Minutes of the BSA + BSA Foundation Joint Meeting BSA Board Present:
Sam Batchelor AIA, Rebecca Berry AIA, Jeffry Burchard AIA, Sara Carr, Jean Carroon FAIA, Larry Chan FAIA, Natasha Espada AIA, Anda French AIA, Shauna Gillies-Smith ASLA, Kelly Hutzell AIA, Glen LeRoy FAIA, Andrea Love AIA, Dan Perruzzi AIA, George Proakis AICP, Patricia Seitz AIA, Ellen Watts FAIA, Jay Wickersham FAIA,
Foundation Board Meera Deean, Bennet Heart, Peter Kuttner FAIA, Anne-Marie Lubenau FAIA, Kelly Sherman, David Present: Silverman, Richard Taylor, Ted Touloukian AIA, Laura Wernick FAIA Staff: Ben Cohen, Jenny Efron, Pamela de Oliveira-Smith, Abby Lindauer, Victoria McKay, Eric White Absent: Brandon Clifford, Rick Dimino, Christine Dunn AIA, Rickie Golden, Amy Korte AIA, Eric Krauss,
Malia Lazu, Patrick McCafferty PE, Greg Minott AIA, Mary Anne Ocampo Assoc. AIA, Haril Pandya FAIA, Ken Willis
Call to order Noting the presence of a quorum, President Carroon and chair Touloukian called the meeting to
order at 12:19 pm. EDI Effron and French spoke about the current work being done on the EDI Task force; both internally
and externally. Staff meets monthly to tackle the taskforces goals. - The BSA Awards will be adding demographics and EDI language in submissions and jury process - Build relationships with local student orgs and find out what initiatives universities are taking around EDI - The new website will hold resources (Ex. AIA Minnesota CE EDI Training) - BSA Statement will be made and released
Communications Board voted to skip Upstatement presentation and updates to continue conversation on business
plan. Update Upon a motion by Touloukian, seconded by Carroon, it was VOTED to skip update; Unanimous. Business Planning/ Grasfield presented his preliminary ideas on structuring the BSA and BSA Foundation David Grasfield business planning. Next steps are to refine potential revenue generators with a smaller group
including staff leadership, two representatives from the BSA and two from the Foundation boards. We anticipate presenting the plan to the Boards in May.
Adjourn Upon a motion by Carroon, seconded by Sherman, it was VOTED to adjourn the meeting;
Unanimous. Respectfully submitted, Abby Lindauer Acting Secretary
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Minutes from the April 10 Meeting of the Board of Trustees Present:
Trustees: Meera Deean, Rick Dimino, Bennet Heart, Eric Krauss, Peter Kuttner FAIA, Patrick McCafferty PE, Kelly Sherman, David Silverman AIA, Ted Touloukian AIA, Laura Wernick FAIA, Ken Willis Staff: Polly Carpenter, Ben Cohen, Billy Craig, Michela Davola, Victoria McKay, Pamela de Oliveira-Smith, Eric White
Absent:
Rickie Golden, Anne-Marie Lubenau FAIA, Haril Pandya FAIA, Richard Taylor
Call to order:
Noting the presence of a quorum, President Touloukian called the meeting to order at 12:10 pm and welcomed the Board.
Minutes of prior meeting:
Upon a motion by President Touloukian, it was: VOTED to accept the minutes of the January 2019 Board meeting with amendments; Wernick motioned. Krauss seconded;
Unanimous. February 2019 Board meeting minutes to be approved at a later time.
Strategic Conversations:
White began with introduction to what Polly Carpenter has recently accomplished within the Youth and Family programming. Polly presented that the recent charge was to narrow the equity gap in design education opportunities. The actions taken were:
• Lena Park: CPA Grant $600,000 • Our Boston: Kindergarten program • Hire a Design Fellow to align the community design and youth programming • Studio 826: Teaches students about writing • Curriculum online: Accessible to teachers
White stated that the questions that remain are:
• What will be the focus for the future programming? • Focus on certain socioeconomic groups? • Focus on certain age ranges? • How often to reach every child (every year)? • At what level? Awareness vs. deep understanding • What questions the board would like to hear? • How to scale for impact?
White and Deean presented on the Community Design strategic conversation. • A small advisory committee has been created to lead the discussion. • Meera Deean has been appointed point person for the group. • They have determined that a new staff member, not a consultant would be the
best direction. • The focus is trying to find someone who is able to bridge the two needs: 5
Update on Collaboration Agreement:
architecture professional and community engagement. • There is the potential to bring on a consultant to assist the new staff member. • The next step is to edit the job description with a draft by early May to post as
soon as possible.
Pamela reported on the Grants program: • Began in 11984 • $20,000 budgeted to give out • In 2018, 8 grants were given out • In 2017, 12 grants were given out
Pamela posed questions about the future of the Grants Program to the Board: • Are we happy with the current grant program model? • Keep the changes that the applicant should be aware of the strategic goals? • Is there the opportunity to align with only one strategic goal? • Larger amounts to fewer organizations? • How to organize the grant structure?
Upon a motion by President Touloukian, it was: VOTED to have the Grants Committee review the options, and present them to the Board; Willis motioned. Heart seconded; White and Dimino presented on the Collaboration Agreement between the BSA and BSA Foundation.
• Work is continuing to move forward between both organizations. • Still waiting to see what comes of the Business plan. • The staff is still working, and currently there are no answers as of yet. • Executive Committee to review the Plan in detail and recommend next steps to the
Board.
Adjourn:
Touloukian requested a motion to adjourn, motion by Kuttner, seconded by Silverman, it was VOTED to adjourn the meeting at 2:05 pm;
Unanimous. Respectfully submitted, Michela Davola (on behalf of Kelly Sherman, Secretary)
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DRAFT FOR JOINT BOARD REVIEW 2-21-19 / MAJOR EDITS HIGHLIGHTED
AMENDED AND RESTATED COLLABORATION AGREEMENT
This Amended and Restated Collaboration Agreement (this “Agreement”) effective as of ____ 2019 (the “Effective Date”), is made by and between the BSA Foundation (the”Foundation”), a Massachusetts non-profit corporation, and the Boston Society of Architects, a Massachusetts non-profit corporation (the “BSA”). The Foundation and the BSA are sometimes referred to herein, individually, as a “Party” and, collectively, as the “Parties.” This Agreement amends and restates in its entirety the Collaboration Agreement executed by the Parties as of May 7, 2015 (the “Original Agreement”).
BACKGROUND
A. The Foundation works to make Boston a model of a resilient, equitable and architecturally vibrant city and region. The Foundation shares an appreciation for the built environment with the BSA and the public, and it is recognized as a charitable educational organization under Section 501(c)(3) of the Internal Revenue Code of 1986, as amended (the “Code”).
B. The BSA is the local chapter of the American Institute of Architects in the Boston metropolitan area. Its membership is drawn from Eastern Massachusetts and includes over 4,000 architects, associate members and building industry affiliates. The BSA is committed to professional development for its members, advocacy on behalf of great design, and, through support of the Foundation, sharing an appreciation for the built environment with the public at large. The BSA is a professional organization under Section 501(c)(6) of the Code.
C. Since the execution of the Original Agreement in 2015, the BSA and Foundation boards and staff have successfully addressed the logistical, programmatic and legal considerations involved in the ongoing collaboration between the BSA and the Foundation, including by having the Foundation serve as the primary overseer of public educational programs that were historically developed and operated by the BSA.
D. Recognizing the synergies that have been created by collaboration between the BSA and Foundation, the Parties agree to continue this collaboration to allow the BSA and Foundation to maximize their impact while making effective and efficient use of their combined resources, staff and facilities. All activities undertaken via this collaboration shall be in furtherance of the Foundation’s charitable mission, while recognizing that both organizations are independent.
E. The Parties desire to enter into this Agreement to set forth their agreements and understandings with respect to their continuing collaboration.
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AGREEMENT
The Parties hereby agree as follows:
1. Administration of the Collaboration.
a. Administrative Structure. To facilitate the administration of the collaboration, the Parties shall employ a governance model as generally described below. This model is intended to provide timely feedback, guidance and direction on the overall collaboration.
b. Joint Strategic Collaboration Process. The BSA and Foundation boards shall
engage in a joint strategic collaboration process. The BSA/Foundation Joint Strategic Collaboration Committee is responsible for coordinating the missions, visions and goals of the Parties. The Parties will prepare a shared strategic plan, with each of the Parties responsible for defined goals in keeping with their unique missions and strengths. Potential initial areas of collaboration include civic initiatives, exhibitions and lectures/forums/symposiums. Other collaborative advisory committees can be appointed as necessary.
c. BSA/Foundation Joint Strategic Collaboration Committee. The BSA/Foundation Joint Strategic Collaboration Committee will serve as an advisory committee to the BSA and Foundation boards. The BSA/Foundation Joint Strategic Collaboration Committee shall consist of the then-current members of the Executive Committees of each of the BSA and the Foundation boards and the BSA/Foundation Board Liaison. The Executive Director of the BSA and the Foundation shall be an ex officio member of the committee. The BSA/Foundation Joint Strategic Collaboration Committee shall identify strategic directions that align the missions and goals of the BSA and the Foundation and shall present these to both the BSA and the Foundation boards for approval. Approval of both boards is required for implementation. Upon the approval of both boards, the composition of the BSA/Foundation Joint Strategic Collaboration Committee may be modified, without the need to amend this Agreement.
d. Additional Committees. Additional advisory committees may be formed as necessary, upon the approval of the BSA/Foundation Joint Strategic Collaboration Committee.
e. Personnel. The BSA personnel shall perform certain administrative, program, financial, fundraising and other tasks for the Foundation.
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f. Status of Personnel. For the avoidance of doubt, the parties agree that all BSA employees shall remain employees of the BSA and shall not be deemed to be employees of the Foundation unless specifically identified through written agreement. The BSA shall be solely responsible for the terms of employment of all such employees, including their salary and benefits and other forms of compensation. The Foundation shall compensate the BSA for staff who work fulfilling the Foundation’s mission in accordance with section 2.a. All staff report to the Executive Director who shall have the sole right to make decisions regarding hiring and termination of such employees and engaging or terminating the engagement of contractors. The Executive Director is employed by the BSA and half his salary and benefits is paid for by the Foundation — as such, he reports to both the BSA and Foundation boards. The Foundation shall have no control over such terms and no responsibility to make any payment directly to employees. Nothing contained in this Agreement shall be construed to constitute either the Foundation or the BSA as a partner or agent of the other.
g. Coordinated Communications. The BSA and the Foundation agree to coordinate all forms of communication to their members and the broader community, whenever possible and appropriate. In their coordinated communcations, the parties will collaborate to describe the goals of both organizations, and the professional and public impacts and benefits of their work.
h. Equity, Diversity, Inclusion and Harassment. The BSA and the Foundation are committed to work together and independently in advancing, promoting and advocating for equity, diversity and inclusion within the workplaces and Boards of both organizations, the architectural profession, and broader communities. The parties will work to ensure that both organizations are free of any harassment of staff, members, and guests, and that they adhere all aplicable laws and policies.
2. Expense-Sharing Arrangement.
a. Personnel. As set forth above and on Exhibit A, and based on BSA/Foundation approved strategic plan, BSA staff will, on behalf of the Foundation, perform administrative, program, financial, fundraising and other tasks. The expected percentage of the Foundation Allocated Employee Time is set forth in Exhibit A. The aggregate costs of all the BSA personnel, including costs of benefits and salaries, incurred by the BSA are hereinafter referred to as “BSA Personnel Costs.” Exhibit A may be modified from time to time, upon the budgetary approval of both the BSA and the Foundation boards, without the need to amend this Agreement.
b. Facilities. To the extent permitted under any applicable lease agreement, the BSA shall permit the Foundation to occupy a portion of space leased by the BSA. The aggregate costs incurred by the BSA under such leases or otherwise with
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respect to such facilities are hereinafter referred to as “BSA Facilities Costs”.
c. Services. The BSA may permit the Foundation to use services provided by third party services providers, such as telephone service, facilities maintenance, internet service, and information technology support services. The aggregate costs incurred by the BSA with respect to such services provided to the Foundation are referred to as “BSA Services Costs” (and together with BSA Personnel Costs and BSA Facilities Costs, “BSA Costs”).
d. General. The BSA shall inform the Foundation, from time to time, of the amount of BSA Costs, and the Foundation shall have access to the applicable agreements and the relevant portions of the BSA books and records for purposes of verification of the same.
e. Payment. All public charitable activities within the BSA/Foundation agreed-upon strategic direction are Foundation expenses. All direct public charitable program expenses will be paid by the Foundation. The Foundation will reimburse the BSA for any cost-sharing portion of (i) the Foundation’s proportionate share of the BSA Personnel Costs (the “Foundation Personnel Costs”) and (ii) the Foundation’s proportionate share of BSA Services Costs and BSA Facilities Costs (together, “Foundation Other Costs”, and together with Foundation Personnel Costs, “Foundation Allocated Costs”) by an intercompany general ledger transaction. The BSA shall reimburse the Foundation for any cost-sharing portion of (i) the BSA’s contribution to the Foundation and (ii) the BSA’s share of Other Costs, by an intercompany general ledger transaction. Balances are settled at the end of each quarter and a final balance at the end of the Fiscal year. This shall be part of the annual budgeting process and shall be reviewed annually, or during a period of change, by both the BSA and Foundation.
3. Term of Agreement. The term of this Agreement shall commence as of the Effective Date and shall last for a period of 5 years, unless terminated earlier as provided in Section 9. The Agreement shall automatically renew for subsequent two (2) terms, unless terminated earlier as provided in Section 9. Each renewal term (if any) as agreed upon by the Parties shall be referred to herein collectively as the “Term”. Either party may request the agreement be amended as provided in Section 19. Such agreement amendments require approval of both the BSA and Foundation boards.
4. Obligations of the Parties. In connection with their joint activities, the Parties shall have the following obligations:
a. Foundation Obligations. The Foundation shall focus its attention on the public engagement role of the organization; support the new collaboration with the BSA including shared staff and operational integration; and serve as a public advocate for architecture and engage in fundraising efforts to that end. The Foundation shall participate in necessary meetings as established by the
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BSA/Foundation Joint Strategic Collaboration Committees and shall participate in initiatives identified by the BSA/Foundation Joint Strategic Collaboration Committee and approved by the BSA and Foundation boards. In addition, the Foundation shall pursue initiatives to engage the public in appreciating design, including for example through its exhibitions, websites, public programs, grants, and fundraisers. The Foundation agrees to pay the BSA for services rendered by the BSA.
b. BSA Obligations. The BSA shall focus its attention on the professional engagement role of the organization; serve as an advocate for the profession; and support the collaboration with the Foundation including shared staff and operational integration. The BSA shall participate in necessary meetings as established by the BSA/Foundation Joint Strategic Collaboration Committees and shall participate in initiatives identified by the BSA/ Foundation Joint Strategic Collaboration Committee and approved by the BSA and Foundation boards. In addition, the BSA shall pursue its professional programs that support the creation of architecture, including for example through the Architecture Boston Expo, BSA committees, websites, and design awards.
c. Implementation of Strategic Plans. The BSA/Foundation Joint Strategic Collaboration Committee and both boards shall become familiar with the current strategic plans of both organizations, and shall work cooperatively to implement these strategic plans.
d. Annual Budget Coordination Process. The BSA and the Foundation shall use best efforts to coordinate their annual budgets with each other, while recognizing that the two organizations shall remain independent, and that each organization’s board owes a fiduciary duty toward that organization alone. To implement this goal, the preliminary draft budgets of the BSA and the Foundation will be shared within the BSA/Foundation Joint Strategic Collaboration Committee, allowing sufficient time for the Committee to review and discuss both budgets and explore opportunities for coordination, prior to the formal adoption of the budgets by the two boards.
5. Intellectual Property. The following rules will govern the Parties’ use and creation of intellectual property in connection with their joint activities:
a. Each of the Foundation and the BSA will retain sole ownership of any intellectual property that such Party owns prior to the Effective Date of this Agreement and any intellectual property that such Party creates on its own or acquires from a third party outside the scope of their joint activities.
b. Intellectual Property that exists prior to the effective date of this agreement can be used by either the BSA or Foundation unless the sole proprietor objects.
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6. Confidentiality. For the Term of this Agreement and following its termination, both Parties shall undertake to treat any Confidential Information received in confidence from the other Party in a confidential manner, and shall neither convey nor disclose such data or information to third parties nor to use it for purposes other than for the performance of this Agreement. This obligation of confidentiality shall not apply to information which is proven to be general public knowledge or which, through no action on the part of the recipient, becomes public knowledge. “Confidential Information” shall mean any non-public information, data, or documents disclosed or otherwise obtained under this Agreement, including without limitation any information and data relating to any or all of one of the Parties’ business.
7. Non-Exclusive Relationship. Nothing contained in this Agreement shall be deemed as a restriction or limitation of any kind on the ability of any Party to apply for or accept funding from any government funding agency or any other not-for-profit funding agency.
8. Termination.
a. Either Party may terminate this Agreement at any time and without cause upon at least one hundred eighty (180) days prior written notice to the other Party. In the event that any Party shall materially breach the terms of this Agreement, and such breach is not cured within a period of thirty (30) days after written notice thereof has been given to such Party by the non-breaching Party, the non-breaching Party may immediately terminate this Agreement upon notice to the other Party.
b. Upon termination or expiration of this Agreement, all of the FOUNDATION’s and the BSA’s respective rights, responsibilities, and obligations as set forth herein shall terminate, provided that Sections 6 and 7 shall survive in perpetuity, and the Foundation shall be responsible for any unpaid Quarterly Payments.
9. Assignment and Delegation. Neither Party may assign this Agreement in its entirety or assign or delegate any of its rights or obligations hereunder, whether voluntarily, involuntarily or by operation of law, in whole or in part.
10. Notices. Any notice, demand or request which may be permitted, required or desired to be given in connection with this Agreement shall be given in writing and directed to the Parties hereto as follows:
If to the BSA: BSA, 290 Congress Street, Suite 200 Attn: Secretary to the Board of Directors Fax: 617-951-0845 E-mail: [email protected]
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If to the BSA Foundation: BSA Foundation, 290 Congress Street, Suite 200 Attn: Secretary to the Board of Trustees Fax: 617-951-0845 E-mail: [email protected]
a. All notices and other communications given or made pursuant to this Agreement shall be in writing and shall be deemed effectively given upon the earlier of actual receipt or: (a) personal delivery to the Party to be notified; (b) when sent, if sent by confirmed electronic mail or confirmed facsimile during normal business hours of the recipient and, if not sent during normal business hours, then on the recipient’s next business day; or (c) one (1) business day after deposit with an internationally recognized overnight courier, freight prepaid, specifying next business day delivery, with written verification of receipt. All communications shall be sent to the respective Parties at their address as set forth above, or to such e-mail address, facsimile number or address as subsequently modified by written notice given in accordance within this Section 10.
11. Binding on Successors. This Agreement shall be binding upon the Parties hereto and their respective successors and permitted assigns.
12. Waiver of Provisions. Any waiver of any terms and conditions hereof must be in writing and must be signed by the Party against which the waiver is sought to be enforced. The waiver of any of the terms and conditions of this Agreement on any one occasion shall not be construed as a waiver of any other term and condition hereof or the waiver thereof on any other occasion.
13. Independent Relationship. By entering into this Agreement, the Parties are not creating or forming a joint venture, partnership, or agency relationship, and nothing in this Agreement shall be interpreted as creating a joint venture, partnership, or agency relationship between the Parties.
14. Severability. The provisions of this Agreement shall be deemed severable, and if any portion shall be held invalid, illegal or unenforceable for any reason, the remainder of this Agreement shall be effective and binding upon the Parties.
15. Additional Documents. Each of the Parties agrees to execute and deliver any document or documents that may be reasonably requested from time to time by the other Party to implement or complete such Party’s obligations pursuant to this Agreement, in a manner that is compatible with its legal status and its internal rules and regulations.
16. Remedies Cumulative. No remedy set forth in this Agreement or otherwise conferred upon or reserved to any Party shall be considered exclusive of any other remedy available
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to any Party, but the same shall be distinct, separate and cumulative and may be exercised from time to time as often as occasion may arise or as may be deemed expedient.
17. Entire Agreement. This Agreement supersedes all prior and contemporaneous agreements and understandings, oral or written, between the Parties with respect to the subject matter hereof.
18. No Obligation to Third Parties. None of the obligations and duties of the Parties shall in any way or in any manner be deemed to create any obligation of the Parties to, or any rights in, any person or entity not a party to this Agreement.
19. Amendments/Modifications. This Agreement may not be amended or modified in any manner except by an instrument in writing signed by the Parties. The Parties agree that in the event that any state or federal laws or regulations, now existing or hereafter enacted or promulgated, are interpreted by judicial decision, a regulatory agency having jurisdiction over the Parties or the subject matter of this Agreement, or by legal counsel to a Party hereto, in such a manner as to indicate that the terms, structure or effect of this Agreement may be in violation of such laws or regulations, or otherwise be illegal or be deemed unethical by any recognized agency, or may reasonably be expected to jeopardize the tax-exempt status of either Party, the Parties shall use their best efforts in good faith to amend this Agreement as necessary. To the maximum extent possible, any such amendment shall preserve the underlying arrangements between the Parties.
20. Governing Law. This Agreement will be governed by and construed in accordance with the laws of the Commonwealth of Massachusetts, without regard to the conflicts of laws principles thereof.
21. Authorization of Agreement. Each Party represents and warrants that this Agreement has been duly and lawfully authorized by its Board of Directors, Board of Trustees, or other authorized representative, and that this Agreement constitutes a valid and binding obligation of such Party enforceable against such Party in accordance with its terms.
22. Counterpart Signatures. This Agreement may be executed in multiple counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same instrument. Facsimile, .pdf and other electronic signatures shall have the same force and effect as original signatures.
[Signature page follows]
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SIGNATURE PAGE TO COLLABORATION AGREEMENT
IN WITNESS WHEREOF, the undersigned Parties have executed this Agreement as of the Effective Date. Boston Society of Architects By:________________________________ Name: Title:
BSA Foundation By:_________________________________ Name: Title:
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GSDOCS\2286784
Exhibit A Listing of BSA Personnel Allocated to Foundation
Dated: as of [date]
BSA paid staff that spends the majority of their time doing BSA work (more than 80% BSA – Foundation % in parenthesis):
• Brian Keefe, ABX Sales Director (Informa reimburses us for 100% of Brian’s salary) (5%) • Caitlin Hart, Professional Programs Manager (10%) • Erika Shea, Database and Membership Manager (20%) • Rachel Reid, Membership Manager (10%) • Fiona Luis, ArchitectureBoston Editor/Editorial Director (5%)
Staff paid by the BSA who share a fair amount of their time doing Foundation work (30 – 50% time with the Foundation – Foundation % in parenthesis)
• Jenny Effron, Policy Director (50%) • Zara Yost, Gallery & Facilities Coordinator (reception) (50%) • Abby Lindauer, Executive Assistant (50%) • Pamela de Oliveira Smith, Managing Director of Communications (50%) • Mike Whelan, Web Content Manager (50%) • Ben Cohen, Managing Director of Finance (40%) • Li Lam, Senior Accountant (40%) • Maria Salvatierra, Senior Communications Manager (40%) • Susan Green, Committee and Technology Manager (30%) • Billy Craig, Managing Director of Operations (30%) • Kali Larsson, Membership Coordinator (25%)
Staff paid 50% by the BSA and 50% by the Foundation:
• Eric White, Executive Director • Paige McWhorter, Exhibitions & Communications Manager
Staff paid by the Foundation who spend the majority of their time doing Foundation work (Foundation % in parenthesis):
• Victoria McKay, Managing Director of Advancement (90%) • Michela Davola, Development Manager (90%) • Polly Carpenter FAIA, Public Programs Director (85%) • TBD, Community Design Director (85%)
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BSA FOUNDATION
Financial Statements
December 31, 2018 and 2017
(V/ith Independent Auditors' Report Thereon)
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INDEI'EN DNNI' AI] I}ITOIIS' IItrPORT
The Board ol Trustees and ManagementBSA Foundation:
Rcport on the l'inancial Statements
We have audited the accompånyiug financial st¿rtements CIf IISA Fornrdation. rvhichcomprise the statements CIf financial position as Õf Decenrber "31,2018 ancl 2017, ånd therelated statements of activities ând changes in net assets. alld cash fìows, f'or the )¿ears thenended, the statement of llnctionäl expe¡1ses t'or the year ended December 31,2018, anil therelated notes to the {inancial statements.
Mutrtgement's ResponsÍhility for the FÍnancial Stolements
lvfanagement is responsible Ìbr the preparâtion ancl fair presentation 01: these lìnancialstatements in accordance with accoufting principles generally accepted in the United States
of Arxerica: this includes the design" implementation, and maintenance ol'internal controlrelevant to the preparation and fair presentation of'fìnancial statentents that are liee fì'om
material misstatenrent. whether due to fiaud or error.
A u d ìto rs' Res p o n s íb Í I íty''
Our responsibility is to express an opinion on these fìnancial statements based on our
audits. We conducted our audits in accordance with auditing standards generally accepted
in the United States of A¡nerica, Those standards require that we plan and perform the
auriits to obtain reasonable âssurance about whether the financial stateurents are free fiornmaterial misstatefilent,
An audit involves performing procedures to obtâin audit eviilence about the amounts and
disclosures in the financial statements. The procedures selected depend on the auditor'sjuclgrnent, including the assesSment of the risks of material misstatement of the financialstatements, u,hether due to fraud or error. In making those risk assessments, the auditor
considers internal control relevant to the entity's preparation and fair presentation of the
financial statements in orcler to design audit procedures that ar'e appropriate in the
circrunstances, but not for the purposc of expressing an opinion on the effectiveness of the
entity's internal control. Accordingly. we express no such opinion. An audit also includes
evaluating the appropriateness of accounting policies u,sed and the reasonableness ofsignifîcant accounting estimates rnade by management, as well as evaluating the overallpresentation of the financial statements
I
18
'We believe that the audit evidence we have obtained is sufficient and appropriate toprcvide a basis for our audit opinion.
Apinion
In our opinion, the financial statements referred to above present fairly. in all materialrespects, the financial position of BSA Foundation as of December 31, 3018 and 201 7 andthe changes in its net assets, its cash t"lows, and its functional expenses for the years thenended in accordance with accounting principles generally accepted in the United States ofAmerica.
Ñ*,ðø[\a {*Jo.{ b.LLf
May 28.2019
)19
BSA FOUNDATION
Statements of Financial Position
December 31, 2018 and 2017
Assets
Cash and cash equivalents
Contributions receivable, net of allowance for doubtful accounts
of $25,000 and $8,000 in 2018 and 2017, respectively
Due from allied organizationPrepaid expenses and other current assets
Investments, at fair value
Office equipment, net of accumulated depreciation of$812 in 2018
Amounts held for others
Total assets
Liabilities and Net Assets
Liabilities:Accounts payable and accrued expenses
Due to allied organizationAmounts held for others
Total liabilities
Commitments and contingencies
Net assets:
Without donor restrictionsWith donor restrictions
Total net assets
Total liabilities and net assets
201 I 2017
$ 36,178 s 257,491
796,9822,057
56,550
2,162,969
2,11341,174
471,384
2,48242,050
2,024,697
40,482
$ 3,098,023 $ 2,838,586
$ 4o,o9l10,014
4l 174
91,279
g 30,773
1,569
40,482
72,823
2,174,762
831,982
2,294,379
471,384
3,006,744 2,765,763
$ 3,098,023 $ 2,838,586
The accompanying notes are an integral part of these financial statements.
J20
BSA FOUNDATION
Statements of Activities and Changes in Net Assets
December 31,2018 and 2017
Changes in net assets without donor restrictions:Revenues:
ContributionsSupport from allied organizationGrants and sponsorshipsProgram income
Investment income, net of investment expensesNet assets released from restriction
Total support and revenueExpenses:
Program services:
Public education and civic programsExhibitionsScholarships, grants and awards
Total programs
Supporting services:
General and administrativeFundraising
Total supporting servicesTotal expenses
Other income (expenses):
Net realized and unrealized gains (losses) on investmentsTotal other income (expenses)
201 8 2017
$ 307,899
427,935I 1,500
45,620
45,759
253,524
$ 251,055
427,9355,500
143,493
56,064
196,209
1,080,2551,092,237
154,621
136,460
20,034
161,251
148,435
20,000
311 1ls 329,696
450,723
255,403
706,1261,017 ,241 691,407
(r 94,613) 262,351(r 94,613) 262,351
Increase (decrease) in net assets without donor restrictions 19 6l 651,lgg
1lg,2gg242,423
361,721
Changes in net assets with donor restrictions:Revenues:
ContributionsGrants and sponsorships
Net assets released from restriction
Increase in net assets with donor restrictions
Increase in net assets
Net assets, beginning of year
Net assets, end of year
579,122
35,000(253,524)
360,599
240,991
2,765,763
$
209,75320,000
(196,208)
33,545
694,744
2,081,019
744
The accompanying notes are an integral part of these financial statements.
4
$ 2,765,763
21
BSA FOUNDATION
Statements of Cash Flows
December 31, 2018 and 2017
Cash flows from operating activities:Increase in net assets
Adjustments to reconcile increase in net assets
to net cash provided by operating activities:Net realized and unrealized losses (gains) on investments
Bad debt expense
Depreciation expenseChanges in operating assets and liabilities:
Contributions receivableAccounts receivable
Prepaid expenses and other current assets
Due from allied organizationDue to allied organization
Accounts payable and accrued expenses
Net cash provided by operating activities
Cash flows from investing activities:Proceeds from sale of investments
Purchases of investmentsPurchases of office equipment
Net cash used in investing activities
2018 20t7
$ 240,981 s 684,744
lg4,61322,375
812
(347,973)
(14,500)
425
8,446
9,318
(262,351)24,283
(67,545)26,I02(9,000)
264,676(339,661)
3,343
324,59r
492,254(608,1 50)
114.497
2,400,834(2,733,719)
(2,925)(335,810) (1 15,896)
(Decrease) increase in cash and cash equivalents (221,313) 208,695
Cash and cash equivalents at beginning of year 257 49t
Cash and cash equivalents at end of year $ 36,178 _s 257,491
Supplemental cash flow data
During the year ended December 31,2018, the Foundation received an in-kind contribution
from a donor valued at5258,673 for promotional advertising on national and local media.
The accompanying notes are an integral part of these financial statements
48,796
522
BSA FOI]NDATION
Statement of Functional Expenses
For the Yea¡ Ended December 31, 201 8
Public Educationand Civic Prosrams
$
Program Services
Exhibitions
29,452794
2.945
$
33,191
103,269
Scholarships,Grants and
Awards
20,034
General andAdministrative
Suoportine Servics
FundraisinsTotal Supporting
Services Total Expenses
392.22428,567
38.092
458.883
TotalProgramServicesExnense
SalariesHealth and retirement benefitsPayroll øxesTotal personnel expenses
Advertising expenses
Program fees, supplies and other expensesBenevon events - Meet and AskAwards
Professional fees
Bad debt expense
Conferences and meetingsManagement fees
Other taxes and fees
Association memberships dues
Computer expenses
Fundraising expenses
Marketing and stationeryTraining expense
Office expenses
Postage
Depreciation expense
Miscellaneous
Total functional expenses
114,1444,854
1t ^414
$ $ 143.5965,648
14,359
163,603
127 -478
91.3019,740
8.000
109,041
260,084
178
157,327t3,17915.733
186.239
6 1,838
3,827
3,499
248,62822,919
23,733
295,280
260,084
178
6 1,838
$ $ $ $
130,412
24,209
I 8.060)) 17\
8.783
8,600
6.743
4,334a ))o
3,266
2.701
1,032
812
48s
l 8,0ó0
22,375
8,783
8,600
6,743
4,3344,229
3,827
3,499
3,266
2,701
1,032
812
48s
260.084
127.656
6 1.838
20.034
1 8.060
22.375
8.783
8.600
6.743
4.3344.229
3.827
3,499
3.266
2.701
1.032
812
485
$ 154,621 $ 136.460 $ 20,034 $ 31 1 .1 ls S 450,723 $ 255,403 $ 706.126 S 1.017.241
The accomparq'ing notes are an integral part of these fmcial stafements.
6 23
BSA FOUNDATION
Notes to Financial Statements
December 3 l, 2018 and 2017
(1) Nature of Operations
The BSA Foundation (the "Foundation") is a Massachusetts nonprofit organization with amission to promote public awareness of the built environment and the processes that
shape it. The Foundation's activities are conducted in the Boston area, and includehosting of educational programs and events, providing small grants to community and
education organizations, hosting exhibitions, and engaging the public through a variety ofmeans to elevate awareness of design in the broadest sense. The Foundation derives itsrevenues primarily through fundraising, investment income, program fees and grants.
The Foundation receives financial support from an allied organization, Boston Society ofArchitects (the "Society").
(2) Summary of Significant Accounting Policies
The following is a summary of significant accounting policies applied by the Foundationin the preparation of the accompanying financial statements.
(a) Basis of Accounting
The financial statements have been prepared using the accrual basis of accounting.
Under the accrual basis of accounting, revenues are recorded as earned and expenses are
recorded at the time the liabilities are incuned.
(b) Cash Equivalents
For purposes of the statement of cash flows, the Foundation considers all highly liquiddebt instruments purchased with an original maturity of three months or less to be cash
equivalents.
(c) Contributions Receivable
Contributions receivable consist of unconditional promises to give thatare expected to be
collected in future years. Contributions receivable are reported as net assets with donorrestrictions unless explicit donor stipulations or circumstances surrounding the
contribution make clear the donor intended it to be used to support activities in the
current period.
The Foundation maintains an allowance for doubtful accounts at an amount considered toprovide adequate protection against losses resulting from uncollected contributions. Injudging the adequacy of the allowance, the Foundation considers multiple factors,
7 lContinued)
24
BSA FOUNDATION
Notes to Financial Statements
December 31, 2018 and 2017
including its historical experience with collections, the general economic environment,and the need for specific reserves for contributions receivable. Management will chargeoff to the allowance any balance that remains after it has exhausted reasonable collectionefforts and concludes that additional collection efforts are not cost-justified.Contributions receivable are considered past due based on the terms of the unconditionalpromise received from the donor.
(d) Investments
Investments in marketable securities are stated at fair value and consist of equity andbond mutual funds, as well as temporary investments in money market funds.
(e) Prope4v and Equipment
Property and equipment are stated at cost or estimated fair market value at the time ofdonation if donated to the Foundation. Amounts over $1,000 with useful lives greaterthan one year are capitalized. Repairs and maintenance are expensed when incurred.Depreciation and amofüzation are provided for on the straight-line method over theestimated useful lives of the assets, which are as follows:
Computer soffware and equipmentFurniture and fixtures
3-5 years3-7 years
(f) Net Assets
Net assets, revenues, gains, and losses are classified based on the existence or absence ofdonor or grantor-imposed restrictions. Accordingly, net assets and changes therein areclassified and reported as follows:
Net assets without donor restrictions - Net assets available for use in general operationsand not subject to restrictions imposed by donors or certain grantors.
Net assets with donor restrictions - Net assets subject to restrictions imposed by donorsor certain grantors. Some donor-imposed restrictions are temporary in nature, such asthose that will be met by the passage of time or other events specified by the donor.Other donor-imposed restrictions are perpetual in nature, where the donor stipulates thatresources be maintained in perpetuity. Donor-imposed restrictions are released when arestriction expires, that is, when the stipulated time has elapsed, when the stipulatedpurpose for which the resource was restricted has been fulfilled, or both. The Foundation
8 (Continued)
25
BSA FOUNDATION
Notes to Financial Statements
December 31, 2018 and 2017
has no net assets with donor restrictions that are perpetual in nature as of December 31,2018 and 2017.
(g) Revenue and Revenue Recognition
The Foundation reports gifts as unrestricted support if they are received without donorstipulations that would limit the use of the donated assets. They are classified as increasesin net assets with donor restrictions if the donor imposes restrictions on their use,
including those for which payment is not due until future periods. Upon the satisfactionof the purpose or time restriction, the net assets are reclassified as unrestricted support.The Foundation's contributions come primarily from architecture firms, engineeringfirms, construction frrms, other non-profit organizations, and individual donors. It is theFoundation's policy to report as unrestricted support contributions with donor-imposedrestrictions when the restriction is met in the same year that the contribution is received.
Realized and unrealized gains on investments as well as interest and dividend income are
recognized as increases in net assets without donor restrictions unless their use isrestricted by explicit donor stipulations or by law. Realized gains on investments are
computed using the average cost method.
Revenues from programs and services are recognized when the services have beenperformed, amount is considered known, and collection is reasonably assured.
(h) Donated Services and In-Kind Contributions
Volunteers contribute significant amounts of time to the Foundation's program services,administration and fundraising and development activities; however, the financialstatement do not reflect the value of these contributed services because they do not meetrecognition criteria prescribed by generally accepted accounting principles. Contributedgoods are recorded at fair value on the date the goods or services are received. Thesedonated goods and services have been included as revenue and as related expenses in theaccompanying financial statements based upon the value assigned to the services by thecontributor or by management.
(i) Functional Allocation of Expenses
The costs of program and supporting services activities have been summarized on a
functional basis in the statement of activities. The statement of functional expensespresents the natural classification detail of expenses by function. Accordingly, certaincosts have been allocated among the programs and supporting services benefited.
9 (Continued)
26
BSA FOUNDATION
Notes to Financial Statements
December 31, 2018 and 2017
Expenses that can be identified with a specific program or supporting service areallocated directly according to their natural expenditure classification. Expenses that arecommon to several programs or supporting services are allocated on a reasonable basisthat is consistently applied. Salaries and health and retirement benefits are allocatedbased on estimated time and effort. Payroll taxes are allocated as a percentage ofsalaries.
O Advertising Costs
Advertising costs are expensed as incurred, and approximated $260,084 during the yearended December 3I, 2018, which included in-kind contributions from a donor of5258,673 for promotional advertising on local and national media. There were noadvertising costs for the year ended December 3I,2017 .
(k) Exhibition Costs
Exhibition costs are deferred as prepaid expenses, and expenses are recognized ratablyover the period in which the exhibition is open to the general public.
(l) Income Taxes
BSA Foundation is a not-for-profit organization under Section 501(c)(3) of the InternalRevenue Code and is exempt from income tax. The Foundation files tax returns in theU.S. federal jurisdiction as well as in Massachusetts.
(m) Risks and Uncertainties
Financial instruments that potentially subject the Foundation to concentrations of creditrisk consist principally of temporary cash investments, contributions receivable, andmarketable securities. The carrying amounts of these financial instruments approximatetheir fair value.
The Foundation's cash and cash equivalents and investment securities are held by abrokerage firm that is a member of the Securities Investment Protection Corporation(SIPC). Securities held by member brokerage frrms, including up to $250,000 of cashequivalents, are insured by the SIPC up to $500,000 per customer, per brokerage firm.SIPC protection would be triggered only in the event of a financial failure and liquidationof a participating brokerage firm or if the customer's securities are not returned. Thisprotection does not cover investment losses in customer accounts due to marketfluctuations or other claims for losses incwred while the brokerage firm remains inbusiness.
10 lContinued)
27
BSA FOUNDATION
Notes to F'inancial Statements
December 31, 2018 and 2017
Investment securities are exposed to various risks, such as changes in interest rates orcredit ratings and market fluctuations. Due to the level of risk associated with certaininvestment securities and changes in the market value of investment securities, it ispossible that the value of the Foundation's investments and total net assets balance couldfluctuate materially.
(n) Use of Estimates
The preparation of financial statements in accordance with accounting principlesgenerally accepted in the United States of America requires management to makeestimates and assumptions that affect certain reported amounts and disclosures.Accordingly, actual results could differ from those estimates.
(o) Reclassifications
Certain 2017 amottrtts have been reclassified to conform to the current year presentation.The Foundation adopted ASU 2016-14, resulting in a change in accounting principles.Investment expenses have been netted against investment income. There was no effecton the changes in net assets for the years ended December 31,2018 and 2017.
(p) Adoption of New Accounting Guidance
During the year ended December 3I,2018, the Foundation implemented ASU 2016-14,Financial Statements of Not-for-Profit Entities. Accordingly, net assets are classifiedinto two categories: without donor restrictions and with donor restrictions. The ASUrequires additional disclosures about the liquidity and availability of funds and requiresthe reclassification of investment expenses, which are netted against investment incomeand include both extemal and direct internal investment expenses. ASU 2016-14 alsorequires the inclusion of a statement of functional expenses as part of the basic financialstatements for all not-for-profit entities.
(3) Liquidity and Availabilitv
The Foundation regularly monitors the availability of resources to meet its operatingneeds and other contractual commitments, while also striving to maximize the investmentof its available funds. For purposes of analyzing resources available to meet general
expenditures over a l2-month period, the Foundation considers all expenditures related toits ongoing activities of public, education and civic progr¿rms, exhibitions in BSA Space,
and the distribution of scholarships, grants and other awards.
11 lContinued)
28
BSA FOUNDATION
Notes to Financial Statements
December 31, 2018 and 2017
Financial assets available for general expenditure, that is, without donor or otherrestrictions limiting their use, within one year of the balance sheet date, are comprised ofthe following as of December 31,2018:
Cash and cash equivalentsContributions receivable with.in one yearDue from allied organizationPrepaid expenses and other current assets
Annual appropriation from investments
Unconditional promises expected to be collected in:Less than one yearOne to five years
More than five years
Less unamortized discount to present value
Less allowance for uncollectible amounts
Net contributions receivable 471,384
$ 36,r77301,350
2,057
56,550135 000
l___s31,ß1_
In addition to financial assets available to meet general expenditures within one year ofthe balance sheet date, the Foundation operates with a balanced budget and anticipatescollecting sufficient unrestricted revenue to cover general expenditures. The Foundationreceives annual support of $427,935 from Boston Society of Architects ("BSA") underthe terms of a collaboration agreement further described in Note 7.
The Foundation's governing board has designated the long-term investments as anoperating reserve and makes an annual appropriation of approximately 4.5o/o of the fairvalue of the investments for general expenditures in the next l2-month period. The boardmay also, at its discretion, approve additional appropriations from investments during theyear, in order to meet the Foundation's cash flow needs.
(4) Contributions Receivable
Contributions receivable consist of the following as of December 3l :
2018 20t7
$ 301,350574,140
ß 224,279259,965
19,500
875,490 502,644(23,260)(s3 ,508)
821,992(2s ,000)
479,394(8,000)
l2
$ 796,982 $
(Continued)
29
BSA FOUNDATION
Notes to Financial Statements
December 3 1. 2018 and 2017
Total return on investments was as follows for the years ended December 31
201 8 20r7
Investment income, netNet realized and unrealized gains
(losses) on investments
s 45,759 $ 56,064
' (194,6t3) 262,357
Total income (loss) on investments $ (148,854) $ 318,415
(7) Related Party Transactions
A related party, Boston Society of Architects, (the "Society"), provides administrativeservices to the Foundation for a fee. The Society is a not-for-profit membershiporganization. The Society charged the Foundation $8,600 in management fees in theyears ended December 31,2018 and 2017, which are included in general andadministrative expenses in the Foundation's statements of activities and changes in netassets.
On May 7,2015, the Foundation and the Society entered into a collaboration agreement
for a period of five years that may be renewed for subsequent two-year terms unless
terminated earlier by either party. The purpose of the agreement is to develop a jointstrategic collaboration that allows the Foundation to carry out the public educationalprograms and related fundraising that were historically developed and operated by theSociety. All activities undertaken via the collaboration are intended to further the
Foundation's charitable mission. Initial areas of collaboration include civic initiatives,exhibitions, lectures, forums and symposiums.
Under the provisions of the agreement, the Foundation agrees to pay the Society forservices rendered by the Society. The agreement includes an expense-sharingarrangement whereby specified personnel, facilities and services costs are directlyallocated to the Foundation. All Society employees and contractors who work onFoundation programs and activities remain employees and contractors of the Society, and
the Society has sole responsibility for terms of employment and contractor arrangements.The Foundation's responsibility is to focus its attention on public outreach and
engagement for the benefit of the joint organizations. The Society will support theFoundation by participating in necessary meetings and by sharing its staff and operatingresor¡rces. The Society will continue to pursue its professional programs that support the
creation of architecture, including expositions, committees, websites and design awards.
15 lContinued)
30
BSA FOUNDATION
Notes to Financial Statements
December 31, 2018 and 2017
During the years ended December 31,2018 and 2017, the Society provided support to theFoundation in the amount of 5427,935, paid in monthly installments. This amountrepresents 29.4% of the Foundation's total revenues and is reported as support from alliedorganization in the statement of activities and changes in net assets. Under the terms ofthe agreement, the Foundation reimbursed the Society for payroll and benefit expensestotaling $458,883 and $343,961 during the years ended December 31,2018 and 2017,respectively. These expenses have been allocated to programs, fundraising and generaland administrative expenses in the statement of activities and changes in net assets.
During the years ended December 3I,2018 and 2017, the Foundation reimbursed theSociety in the amounts of $11,408 and $7,213, respectively, for other program,fundraising and general expenses paid by the Society on its behalf. During the yearended December 31, 2018, the Foundation also reimbursed the Society for donationscollected on behalf of the Society totaling 521,346. During the years ended December31,2018 and 2017, the Society collected program fees and donations on behalf of theFoundation totaling 536,774 and $5,687, respectively. As of December 31, 2018 and2017, amounts payable to the Society were $10,014 and $1,568, respectively andamounts receivable from the Society were $2,057 and fi2,482, respectively. Theseamounts are included in due to allied organization and due from allied orgartization,respectively, on the Foundation's statements of financial position.
During the years ended December 3I,2018 and 2017, the Foundation paid legal fees of$768 and $368 to alaw firm owned by an attorney who is a member of the Foundation'sboard of trustees.
(8) Amounts Held for Others
During 2018 and 2017, the Foundation acted as a fiscal agent for three nonprofit entitiesand received and expended cash on their behalf. Amounts held for others totaled $41,174and $40,482 as of December 31,2018 and 2017, respectively, and are reported as assetsand liabilities in the accompanying financial statements.
(9) Defined Contribution Plan
Certain employees who worked for the Foundation but were employees of the Societyparticipated in a qualified profit sharing retirement plan covering all eligible employeesunder Internal Revenue Code Section 401(k), which was sponsored by the Society.During the years ended December 31,2018 and 2017, the Foundation recognizedcompensation expense of $8,151 and $5,795 for matching contributions made by theSociety for these participants.
t6 (Continued)
31
BSA T'OUNDATION
Notes to Financial Statements
December 31,:2A18 and 2017
(10) Commitments Contingencies
During 2015, the Foundation entered into a five-year agreement with a third party toparticipate in its annual fundraising workshops during the years 2015 through2019, andto hold an annual fundraising event with a total commitment of $120,000. The annualamounts of $24,000 for the years ended December 31,2018 and 2011 are included infundraising expenses in the statements of changes in net assets and in the statement offunctional expenses.
(11) Net Assets with Donor Restrictions
Net assets with donor restrictions consisted of the following at December 31,2018 and2017:
2018 2017Purpose restrictions:
ExhibitionsFundraising events
$
Time restrictions:Contributions receivable
$ 30,0005,000
35,000
796,982
_q_831,982_
47t,384
_S 4?r3u
Net assets released from temporary donor restrictions by incurring expenses satis$ingthe restricted purposes or by the passage of time were as follows for the years endedDecember 31,2018 and 2017:
Purpose restrictions accomplished :
Civic programs
Expiration of donor-imposed time restrictions
2018 2017
$ $ 54,000142,208253,524
s 253,524 $ 196,208
t7 lContinued)
32
BSA FOUNDATION
Notes to Financial Statements
December 31, 2018 and 2017
(12) Subsequent Events
The Foundation has evaluated all subsequent events through }r4ay 28,2019, the date the
financial statements were available to be issued.
During 2019, the Board of Directors of the Society and the Board of Trustees of theFoundation voted to amend and restate in its entirety the collaboration agreement
executed by the two parties on May 7, 2015 for a term of five years from the effectivedate. As of the date the financial statements were available to be issued, the amended and
restated collaboration agreement was not yet signed and in effect.
Under the terms of the amended and restated agreement, the objectives and obligations ofthe two parties will remain substantially the same. The new agreement requires that the
Joint Strategic Collaboration Committee and both boards become familiar with the
current strategic plans of both organizations and work cooperatively to implement theirrespective plans. The Joint Strategic Collaboration Committee, along with the Society
and Foundation boards will also coordinate the annual budgets of the two organizations,
while recognizingthat their respective budgets shall remain independent and subject toseparate board review and approval.
l8
33
34
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Tclt:¡rhot.rt:: 7fl I tl()2-()tì.ì.ìF¿csin¡ile: 7 t\l fl62-f\277
May 28,2019
To the Board of TrusteesThe BSA Foundation290 Congress Street #200Boston, MA 02210
We have audited the financial statements of The BSA Foundation as of and for the year endedDecember 31,2018, and have issued our repoft thereon dated May 28,2019. Professionalstandards require that we advise you of the f'ollowing matters relating to our audit.
Our Responsibility in Relation to the Financial Statement Audit
As communicated in our engagement letter dated January 22,2019, our responsibility, as
described by professional standards, is to form and express an opinion about whether the financialstatements that have been prepared by managernent with your oversight are presented fairly, in allmaterial respects, in accordance with accounting principles generally accepted in the UnitedStates of America. Our audit of the fìnancial statements does not relieve you or management of itsrespective responsibilities.
Our responsibility, as prescribed by professional standards, is to plan and perform our audit toobtain reasonable, rather than absolute, assurance about whether the financial statements are freeof material misstatement. An audit of financial statements includes consideration of internalcontrol over financial reporting as a basis for designing audit procedures that are appropriate inthe circumstances, but not for the purpose of expressing an opinion on the effectiveness of theentity's internal control over financial reporting, Accordingly, as part of our audit, we consideredthe internal control of The BSA Foundatiorr solely for the purpose of determining our auditprocedures and not to provide any assurance concerning such internal control.
We are also responsible for communicating signifìcant matters related to the audit that are, in ourprofessional judgment, relevant to your responsibilities in overseeing the financial reportingprocess. However, we are not required to design procedures for the purpose of identifying othermatters to communicate to you.
We have provided our comments regarding significant deficiencies noted during the audit in a
separate letter to you dated May 28,2019.
Planned Scope and Timing of the Audit
We conducted our audit consistent with the planned scope and timing we previouslycommunicated to you.
I
35
Compliance with All Bthics Requirements Regarding Independence
The engagement team, others in our firm (as appropriate), our firm, and our network firms havecomplied with all relevant ethical requirements regarding independence.
Qualitative Aspects of the Entity's Significant Accounting Practices
SignificanÍ Accounting P olicies
Management has the responsibility to select and use appropriate accounting policies. A summaryof the significant accounting policies adopted by The BSA Foundation is included in Note 2 to thefinancial statements. There has been no initial selection of accounting policies and no changes insignificant accounting policies or their application during 2018. No matters have come to ourattention that would require us, under professional standards, to inform you about (1) the methodsused to account for significant unusual transactions and (2) the effect of significant accountingpolicies in controversial or emerging areas for which there is a lack of authoritative guidance orconsensus.
S i gnifi c ant A c c ount ing Es t imat e s
Accounting estimates are an integral part of the fìnancial statements prepared by management andare based on management's current judgments. Those judgments are normally based onknowledge and experience about past and current events and assumptions about future events,Cerlain accounting estimates are particularly sensitive because of their significance to thefinancial statements and because of the possibility that future events affecting them may differmarkedly from management's current judgments.
The most sensitive accounting estimates affecting the frnancial statements are:
Management's estimate of the allowance for doubtful accounts is based on rnultiple factorsincluding historical bad debt experience, the general economic environment, the need for specificcustomer reserves and the aging of receivables. We evaluated the key factors and assumptionsused to develop the estimated allowance for doubtful accounts and determined that it isreasonable in relation to the basic financial statements taken as a whole.
Financial Statement Disclosures
Certain financial statement disclosures involve significant judgment and are particularly sensitivebecause of their significance to financial statement users. The most sensitive disclosures affectingThe BSA Foundation's financial statements relate to:
. Liquidity and Availability (Note 3)o Fair Value Measurements Q.{ote 5)o Related-Party Transactions Q{ote 7). Commitments and Contingencies Q{ote 10)o Temporarily Restricted Net Assets Q',lote I 1)
2
36
Significant Difficulties Encountered during the Audit
V/e encountered no significant difficulties in dealing with management relating to theperformance of the audit.
Uncorrected and Corrected Misstatements
For purposes of this communication, professional standards require us to accumulate all knownand likely misstatements identifìed during the audit, other than those that we believe are trivial,and communicate them to the appropriate level of management. Further, professional standardsrequire us to also communicate the effect of uncorrected misstatements related to prior periods onthe relevant classes of transactions, account balances or disclosures, and the financial statementsas a whole. Management has corrected all identified misstatements,
In addition, professional standards require us to communicate to you all material, correctedmisstatements that were brought to the attention of management as a result of our auditprocedures. The following material misstatements that we identified as a result of our auditprocedures were brought to the attention of, and corrected by, management:
To record an in-kind contribution received from a donor during 2018 for promotional advertising:
Dr. Branding expenses $258,673Cr. Contribution revenue s258,673
Disagreements with Management
For purposes of this letter, professional standards defìne a disagreement with management as amatter, whether or not resolved to our satisfaction, concerning financial accounting, reporting, orauditing, which could be significant to The BSA Foundation's financial statements or theauditor's report. No such disagreements arose during the course of the audit.
Representations Requested from Management
We have requested ceftain written representations from management, which are included in theattached letter dated May 28,2019 as Attachment A.
Management's Consultations with Other Accountants
In some cases, management may decide to consult with other accountants about auditing andaccounting matters. Management informed us that, and to our knowledge, there were noconsultations with other accountants regarding auditing and accounting matters.
Other Significant Matters, Findings or Issues
In the normal course of our professional association with The BSA Foundation, we generallydiscuss a variety of matters, including the application of accounting principles and auditing
-̂t
37
standards, operating conditions affecting the entity, and operating plans and strategies that mayaffect the risks of material misstatement. None of the matters discussed resulted in a condition toour retention as The BSA Foundation's auditors,
This report is intended solely for the information and use of the Board of Trustees and
management of The BSA Foundation and is not intended to be and should not be used by anyoneother than these specified parties.
/Á¿ø"*-ryhç LtpNardella & Taylor, LLP
4
38
BSA Foundation
290 Congress Street, Ste 200
Bostcn, MA 02210-1024
Attachment AP:617-391-4011
F: 617-951-0845
archìtêcts.orglf oundationBSAFOLJI\DATIONMay 28,2A19
Nardella & Taylor, LLP24 HartwellAve.Lexington, MA t2420Attention: Edward Taylor, CPA
Dear Ed
This representâtion letter is provided in connection with your audits of the finanoial statements of BSAFoundation, which comprise the statement of financial position as of December 31,2018 and 2017 andthe related statements of activities and changes in net assets, and cash flows for the years then ended, thestatement of functional expenses for the year ended December 31, 2018, and the related notes to thefinancial statementso for the purpose of expressing an opinion on whether the financial statements arepresented fairly, in all material respects, in accordance with accounting principles generally accepted inthe United States of America (U.S, GAAP).
Certain representations in this letter are described as being limited to matters that are rnaterial. ltems areconsidered material, regardless of size, if they involve an omission or misstatement of accountinginformation tfiat, in the light of sumounding circumstances, makes it probable that the judgment of areasonable person relying on the infonnation would be changed or influenced by the omission ormisstatement.
Vy'e confirm that to the best of our knowledge and belief, having made such inquiries as we considerednecessary for the purpose of appropriately informing ourselves as of May 24,2019:
Financial Statements
r We have fulfilled our responsibilities, as set out in the terms of the audit engagement letter datedJanuary 22, 2Al9 for the preparation and fair presentation of the financial statements inaccordance with U.S. GAAP.
¡ We acknowledge our responsibilify for the design, implementation, and maintenance of internalcontrol relevant to the preparation and fair presentation of financial statements that arc free frommaterial misstatement, whether due to fiaud or error.
¡ We acknowledge our responsibility for the design, implementation, and maintenance of internalcontrol to prevent and detect fraud.
¡ Significant assumptions used by us in making accounting estimates, including those measured atfair value, are reasonable.
r Related party relationships and transactions have been appropriately accounted for and disclosedin accordance with the requirements of U.S. GAAP.
. All events subsequent to the date of the financial statements and for which U.S. GAAP requiresadjustment or disclosure have been adjusted or disclosed.
¡ The effects of uncorected misstatements are immaterial, both individually and in the aggregate,to the financial statements as a whole. A list of the uncorrected misstatements is attached to therepresentation letter (if any).
r The are no actual or possible litigation and claims that should be accounted for and disclosed inaccordance with U.S. GAAP.
I
39
Attachment A
r We have cornplied with all contractual agreements, grants, and donor restrictions.r We have maintained an appropriate composition of assets in amounts needed to comply with all
donor restrictions.r Wc have accurately presented the entity's position regarding laxation and tax-exempt status.r The bases used for allocation offunctional expenses are reasonable and appropriate.¡ We have included in the financial statements all assets and liabilities under the entity's control.. We have designed, implemented, and mai¡rtained adequate internat controls over the receipt and
recorcling of contributions.. Reclassifications between net asset classes are proper,¡ Methods and significant assumptions used by management to determine fair values, their
consistency in application, and the completeness and adequacy of fair value information forfinancial statement rreasurement and disclosure purposes are appropriate.
Informatíon Provided
We have provided you with:- Access to all information, of which we are aware that is relevant to the preparation and fair
presentation of the financial statements, such as records, documentatiott, and other matters;- Additional inf'ormation that you have requested from us for the purpose of the audit; and
- Unrestricted access to persons within the entity from whom you determined it necessary toobtain audit evidence.
AII transactions have been recorded in the accounting records and are reflected in the fìnancialstatements.
We have disclosed to you the resulfs of our assessment of the risk that the financial statementsmay be materially misstated as a result of fraud.We have no knowledge of any fraud or suspected fraud that affects the enti{ and involves:- Management;- Employees who have significant roles in intemalcontrol; or- Others when the fraud could have a material effect on the financial statements.We have no knowledge of any allegations of fraud, or suspected fraud, affecting the entity'sfinancial statements communicated by employees, former employees, analysts, regulators, orothers,
We have no knowledge of any noncompliance or suspected noncompliance with laws,regulations, contracts, and grant âgreements whose effects should be considered when preparingfinancial statements.We are not aware of any pending or threatened litigation and claims whose effects should beconsidered when preparing the financial statements and we have not consulted legal counselconcerning litigation or claims.We have disclosed to you the identity of the entity's related parties and all the related partyrelationships and transactions of which we are aware.
a
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Director
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40
,M Nnnotun & TAYLIR/ LLPCE RTI F I E D P U B LIC ACCOUNIÁNIS
24 Hartwell AvenueLexington, Massachusetts 02420
Telephone: 7 81 862-6833Facsimile: 781 862-8277
May 28,2019
To the Board of Trustees and ManagementBSA Foundation290 Congress Street, Suite 200Boston, MA02210
In planning and performing our audit of the financial statements of the BSA Foundation (the "Foundation")as of and for the year ended December 31, 2018, in accordance with auditing standards generally accepted
in the United States of America, we considered the Foundation's internal control over financial reporting(internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the
purpose of expressing our opinion on the financial statements, but not for the purpose of expressing an
opinion on the effectiveness of the BSA Foundation's internal control. Accordingly, we do not express an
opinion on the effectiveness of Foundation's internal control.
Our consideration of internal control was for the limited purpose described in the preceding paragraph and
was not designed to identif, all deficiencies in internal control that might be material weaknesses orsignificant deficiencies and, therefore, material weaknesses or material weaknesses or significantdeficiencies may exist that were not identified. However, as discussed below, we identified ceftain
deficiencies in internal control that we consider to be significant deficiencies.
A deficiency in internal control exists when the design or operation of a control does not allow management
or employees, in the nonnal course of performing their assigned functions, to prevent, or detect and correct,
misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, ininternal control over financial reporting, such that there is a reasonable possibility that a materialmisstatement of the entity's financial statements will not be prevented, or detected and corrected on a timelybasis. A reasonable possibility exists when the likelihood of an event occurring is either reasonably possible
or probable as defined as follows:
c Reasonably possible. The chance of the future event or events occurring is more than remote butless than likely.
o Probable.The future event or events are likely to occur.
None of the identified matters are considered to be material weaknesses. A significant deficiency is adeficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness,
yet important enough to merit attention by those charged with governance. We consider the followingdeficiencies in the entity's internal control to be significant deficiencies:
Contributions Receivable - Date Received
During our audit of conhibutions receivable, we noted that the pledge forms did not include a line for the
donor to indicate that date the contribution was made to the Foundation. The fundraising department also
did not write the date received on the pledge form. As a result, an assumption had to be made that the
contributions were made during the Foundation's annual December fundraising event, in order to record
the contributions received and receivable for the year ended December 3 1 , 201 8.
41
We recommencl that a date stamp be usecl when the donation is received from the clonor. In the future, the
fbrm should also include a place fcrr the donor to provide the date they are rnaking the pleclge. so that it can
be recognized in the proper accounting period.
Çalti bultals-ßcçelya!-le--Repertirs
During our audit of contributions receivable, we noted that the Association An¡'where ("44") fundr"aising
module is used to create reports of the long-tenn receivables, based on the due dates. at a point in time such
as at year-end. The fundraising module can also produoe rcports with information about the payrnents
received from donors cluring the year. However, tT ìanâgement did not run this report during 201 8, and it
was not provided to the auditors or made available to the Board of Trusteq's Finance Committee. The
report that is currently produced frorn AA requires that the data for each donor be sorted and summarized
in a more cumbersonre rnânner, in order to identify alîounls receivable from each donor for the pledges
that are made over a f'tve-year period.
Reports that include the original pledge along with the amou¡lts received from each donor would provicle
the auditors with infbnnation about the time-restricted net assets that have been received and released fiom
restrictions during the financial reporting period. Reporting the cash receipts rvould also tre usefll to
nranagement and the Finance Cornmittee for reviewing colleotions liom dorlors md analyzing the cuffent
cash flow needs ofthe Foundation.
We recommend that the Foundation's management use Association ,A'nywhere soffware to produoe reports
that show the cash received from each donor and present this infonnation to the Finance Cornmittee at its
regularly schedulecl budget meetings. Management may need to contacl AA for a .iob ticket in order to
create a repofting format that will be more useful fbr sorting and summarizing this data.
Contri buti-ons Receivable - Col I ections
During our audit of contributions receivable, we noted that the aging of pledges receivable has deteriorated
because a systematic process of reviewing past due pleclges in order to timely contâct donors was not
followedduring20lS. QuiteafewpledgesduebyDecember3l,20lshadnotyetbeencollecteclduringour audit field work.
We recommend that the Managing Director, Finance, meet with the Managing Director of Advancement
and the Development Manager routinely to review past-due pledges receivable in order to follow up with
collection efforts by contacting donors, and to evaluate the adequacy of the allowance for doubtf'ul accounts,
This comrnunication is intended solely forthe information and use of management, the Board of Trustees
and others within the organization, and is not intended to be, and should not be, used by anyone other than
these specified parties.
Ño,ð'øl,b-l-* \a{ lo. UL()
2
Nardella & Taylor, LLP
42
BSA FOUNDATIONSTATEMENT OF ACTIVITY 2020 Budget
Income Statement2019 Q1 Actual
2019 Q1 Budget Variance
2019 Budget YTD Actual Q1 Actual
REVENUEFundraising 62,550 11,250 51,300 475,000 891,209 13,272 508,500Capital Draw 0 0 0 0 95,000 - 140,000BSA Support 106,984 106,984 - 427,935 427,935 106,984 427,935Exhibitions 175 12,625 (12,450) 50,500 32,479 50 60,500Programs 11,578 21,250 (9,672) 97,000 43,952 8,433 190,000Grants - 15,000 (15,000) 60,000 11,500 2,500 110,000Other Income - - - - 0 0 -
Total Revenue 181,287 167,109 14,178 1,110,435 1,502,075 131,239 1,436,935
EXPENSESFundraising 16,593 58,250 41,657 134,000 75,550 31,610 109,000Communications 524 5,000 4,476 20,000 263,148 750 30,000Exhibitions 24,574 31,250 6,676 125,000 102,822 1,851 125,000
Programs 941 17,500 16,559 90,000 34,359 1,395 143,000Compensation + Benefits 125,549 136,381 10,832 545,772 462,149 97,903 685,411Grants Expense - - - - - - -Other Expenses 10,349 12,675 2,326 63,330 92,439 10,633 63,430
Total Expenses 178,530 261,056 82,526 978,102 1,030,467 144,142 1,155,841Operating Surplus/Deficit Total 2,757 (93,947) 96,704 132,333 471,607 (12,903) 281,094
Depreciation 244 0 (244) 0 813 81 0Operating Surplus/Deficit Total after Depr. 2,513 (93,947) 96,948 132,333 470,795 (12,984) 281,094
Investment Income 204,763 0 204,763 0 (135,530) (10,364) 0STATEMENT OF FINANCIAL POSITION
2018 YTD Q1 2019 DEVELOPMENT STATISTICS 2019 TYD Budget 2018 YTDASSETS
Cash 42,504 90,268 # Legacy Circle Members 154 132Investments 2,162,969 2,417,648 # New/ Renewed Legacy Circle Members 6 1Pledges & Accounts Receivable 875,490 866,630 # LC Members up for renewal 49 58Inventory & Prepaid Expenses/Other Current Assets (17,801) 10,810 # Projected New/Renewed LC Members 60 70Fixed Assets - Net 2,163 1,919 Expected annual payment on pledges 259,500$ 174,500$
Total Assets 3,065,324 3,387,275 Projected new/renewed amount pledged 360,000$ 605,000$
LIABILITIES Total Gift Balance 264,440$ 189,335$ Accounts Payable 31,889 19,691 Total Pledges 863,130$ 470,400$ Accrued Expenses - -Deferred Income/Deposits - - Grant total received 5,000$ 5,000$ Other Current Liabilities 26,692 1,919 Total Grant amount applied for 125,000$ 67,013$
Total Liabilities 58,581 173,103
NET ASSETS Annual Fund Raised 11,400$ n/aUnrestricted 2,174,761 2,382,191Restricted 831,982 831,982 Other Raised Revenue 24,330$ 1,800$
Total Net Assets 3,006,743 3,214,173
Total Liabilities and Net Assets 3,065,324 3,387,275
FY 2019 FY 2018
43
To: BSA Foundation Board of Trustees Fr: Ben Cohen and Eric White Re: BSA Financial Dashboard Report on Q1 Date: Thursday May 16, 2019
Enclosed is the BSA Foundation Financial Dashboard for Q1 (closed March 31). Q1 closed with the BSA Foundation relatively close to target as revenue is running about 8% below budget while expenses are also about 46% below budget. The majority of both revenue and expense numbers is timing.
Good Trends:
Fundraising – We began the year strong with several Legacy Circle members resigning their commitments.
Youth/Family Programs – are currently ahead of budget (while total programs are down). This trend for youth program revenue has continued into Q2.
Investment income, which is also unbudgeted, increased by over $204K in the first quarter.
Timing:
Programs – policy and community design revenue was minimal in Q1 but is beginning to pick up in Q2 as more programs on energy have drawn paying audiences.
Exhibitions – we have since received approximately $20K in grants/sponsorships of exhibitions in Q2.
Grants – we have a number of grants submitted and have begun to receive funding. We are optimistic at meeting our $60K number for the end of the year.
Other:
Compensation – is down primarily due to no Community Design Director on board.
Expenses – other expenses are down primarily because of timing and we anticipate these picking up in the next few quarters.
Overall we are in a strong financial position and continue to grow. Our investment portfolio is now over $2.4M (though it has taken a hit in May). We are engaging Richard Russell to consult with us on the development of a major gifts campaign, that both Richard and business consultant David Grasfield have identified as our most significant revenue generation opportunity.
44
October 2017
Position title: Community Design Director Reports to: Executive Director
The BSA Foundation and Boston Society of Architects (together referred to as the BSA) seek an experienced community architect/designer/planner to serve as the Community Design Director (CDD). Building upon our legacy of community design work, the CDD is charged with leading our work to empower communities through the use of design to shape their environment. Our projects range in size from the small, site specific project, to entire neighborhoods. The CDD will lead the BSA’s work to develop, test and implement models built upon past community design work that furthers the BSA’s goal of providing access to design resources for every neighborhood in Boston. The CDD will participate in researching and implementing projects, mobilizing partners and BSA members to engage communities and the public in the use of design skills to solve their community challenges. Under the leadership of the BSA’s Executive Director, the CDD works with staff, including the Director of Public Education and the Policy Director, as well as volunteers, interns and members to carry out these efforts. Major Responsibilities Community Design Leadership
• Lead, manage, organize and facilitate the organization’s community design work, projects and systems. • Maintain and build upon existing community relationships while forging new ones. • Build a model of community design through an iterative process that utilizes the organization’s unique
resources (members, local universities, past models, connections and relationships). Test different models and ideas to identify the best ways to achieve our goals.
• Build and manage well-designed, well-defined programs promoting community design that integrates the Architecture/Engineering/Construction (AEC), legal, development groups, and local communities around Greater Boston. Programs will include community design/build projects, as well as charrettes, design workshops, and competitions.
• Build and manage tools that empower communities and individuals to develop design skills that help them solve their community challenges.
• Represent and when appropriate, build and nurture multi-organizational alliances and partnerships to develop and implement successful community design projects.
• Work with the Policy Director and Executive Director to lead the development and management of relationships with key public, government, nonprofit and community officials and partners.
• In addition the CDD will work with other staff, including the Communications team to build membership and public awareness of our community design work; the Development team to raise funds to support the organization’s community design efforts; and the Membership team to recruit members to volunteer for projects.
Management and supervision
• The CDD will directly recruit, train and supervise interns, volunteers and staff engaged in the community agenda.
• Develop and maintain relationships with community design staff and communications staffs at the American Institute of Architects (AIA) National (including their community design programs called SDAT and RUDAT), AIA Massachusetts and other affiliates and partners.
45
April 2019
• Prepare regular reports for the executive director to be shared with the Board of Directors and Board of Trustees on community design initiatives, advocacy and actions.
• Participate in developing and managing the budget for community design.
Independent Action: Reporting directly to the Executive Director or designee and working closely with other directors and staff, this person works independently and with others. The CDD manages outside partnerships, consultants and oversees staff and volunteers on specific projects. The CDD might take on direct supervision of interns and/or fellows and as the program grows potentially new community design staff. CDD will serve as a spokesperson for the organization on community design issues. Minimum Requirements: This position requires 5-10 years’ experience working as a community designer/planner or in a related field and a commitment to the impact architecture/design has on building communities, licensed architect preferred though not required. Candidates must have professional experience in community design, urban design and architecture, coalition building, engaging public and communities in design, or related field. Demonstrated skill in proactively building relationships with diverse audiences including design professionals, community leaders and partners, public officials, media and the public is essential.. . This position calls for a strategic thinker who is also able to handle details and project management. This position also requires someone committed to equity, diversity and inclusion and who flourishes in building bridges between and working with people of different races, ethnicities, ages, genders, sexual orientation, gender identity, religion, ability and socio-economic, as well as demographics, psychographics, and institutional cultures. A willingness to work beyond normal 9-5 hours and to travel as necessary is important. Desired Qualifications: The ideal candidate would have experience in civic program development and can think big picture in addition to working on the details of community design on a project scale. Excellent writing, design and speaking skills are important to success. A licensed architect is preferred, though not required. About the BSA: The Boston Society of Architects (BSA) is a membership organization dedicated to supporting and promoting the profession of architecture and the critical value of design in the built environment. The BSA Foundation (Foundation) is dedicated to increasing public awareness of design excellence to build stronger communities. Together they work to build a better Boston by engaging communities, inspiring vision and provoking positive change. The staff is vital to the organizations’ success. All staff members share the following core responsibilities:
• Provide outstanding service and ensure a welcoming culture for members, allies and guests. • Answer basic questions about benefits, services and programs. Provide member care and customer
service responses to frequently asked questions. • Advocate for and communicate the importance of “design matters.” • Stay current on developments in architecture and your areas of responsibility.
Maintain a flexible and collaborative attitude, working with other staff on projects, events, duties and assignments as required
The position is a full-time, salaried position with excellent health-care, time-off, retirement and additional benefits. Salary is competitive and commensurate with experience.
46
To: BSA Foundation Board Fr: Eric White Re: Major Gifts – Richard Russell Engagement Dt: June 13, 2019
We have received a proposal from Richard Russell to continue work with us on developing a Major Gifts development initiative. Richard’s proposal is to work with us from August 2019 – February 2020 as a first phase and we can then assess if we want/need to continue working with him.
Financial – Richard’s fees for these six months is $88,000 ($64,000 in 2019) plus expenses. His initial startup monthly fees are higher to help us get established. We had budgeted $100,000 for 2019 and forecasted $75,000 for 2020. With his estimate, we will be below our 2019 budget, but may need to increase our 2020 budget if we retain him for the entire year.
Scope – Richard has proposed a scope of:
1. Prospect pipeline development and management including: screening for capacity/inclination; prioritizing prospect list; developing prospect review and strategy system; working with the Board to be engaged in philanthropy and general advising on prospect research.
2. Developing the Case for Support including: overseeing development of draft support cases that appeal to philanthropists with assessments and edits; and tying this to our branding/messaging work.
3. Coaching and Training including: working with staff and Board members on messaging, techniques and strategies on ranking prospects, getting a visit, soliciting and follow up; the establishment and management of major and planned giving programs; and feedback before and after visits. Most important in this is accompanying staff and board members on select number of in-person visits to guide conversations and provide feedback.
4. Advise on Establishing a Culture of Philanthropy including: ensuring making major giving a top organizational priority; advising on major giving frameworks with goals, structure, staffing, strategies, assessments and course corrections; report to the Boards on progress; and general major giving and philanthropy counsel to Board and staff.
47
www.resilientphilanthropy.net +1 407-421-7704
web: mail:
DRAFT
April 3, 2019
Report and recommendations following Boston Society of Architects Foundation fundraising workshop 21-22 March 2019
Prepared for: Ted Touloukian, Boston Society of Architects Foundation, Board Chair
Eric White, Executive Director, Boston Society of Architects and Boston Society of Architects Foundation
Victoria McKay, Managing Director, Advancement, Boston Society of Architects and Boston Society of Architects Foundation
Thank you for the opportunity to facilitate your fundraising workshop. This report summarizes my observations and recommendations.
In advance of the workshop, I had conversations with several board and staff members about their hopes for the workshop and observations about the organizations. I also reviewed various materials – strategic, planning, budgeting, marketing, and fundraising – about the Boston Society of Architects and Boston Society of Architects Foundation.*
At the workshop, participants expressed interests in focusing on fundraising strategy and innovation, in becoming comfortable requesting and conducting meetings and asking for gifts, in building on previous fundraising success and finding some continuity from previous/current modes of fundraising into a next phase, in how to make a vibrant and compelling case for support, and generally in developing a culture of giving at BSA/BSAF.
As I observed at the time, the workshop participants were remarkably and fervently engaged, to a degree unusual for board members. Discussion was robust throughout the sessions. We loosely followed an agenda (attached) that included an overview of major gifts philanthropy and fundraising, the role of the board, what makes a good prospect, how to get a visit with a prospect, what to do during the visit, how to tell the BSA/BSAF story in a new and personal way, and how to solicit a gift.
There was considerable roleplaying; each participant had at least one opportunity to practice, with feedback. I encouraged authenticity, passion, persistence, and fearlessness.
About an approach to philanthropy that focuses first on what prospects really care about, one of the most resonant observations during the workshop was that the group already has
* As shorthand – and to underscore the tension of having two entities – I will refer to BSA/BSAF.
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Page 2 of 4 pages
extensive professional experience connecting first with clients’ interests and passions, and that applying that skill to the major gifts process should be possible (though probably not easy).
I note that while we hovered around the focus of the workshop described in the request for proposals – a) reviewing best practices and skills for Foundation’s evolving fundraising operation, b) developing a prospect pipeline, and c) developing high-level five-year fundraising goals and framework for implementation – we did not strictly achieve it. However, given the intensity of participants’ engagement, I feel it appropriate to make the following observations and recommendations.
Over the course of the workshop, a number of deep concerns arose, not only for me, the outsider/newcomer, but around the room. I heard them all as having to do with the need to focus resolutely on the organizations’ top priorities, particularly in these three areas:
1. Messaging
• Clarity about what BSA does and how to talk about it
• Challenges of and confusion about two organizations, name (“Boston,” “Society,” “Architects,” “Foundation”), and history
• Communications internally, externally throughout the building-related community, and more broadly
2. Leadership
• Establishment of and regular review of goals, of action plans, and of performance metrics for the organizations themselves, for boards, and for staff
• Ensure that every program, event, and activity aligns with mission
• Recruit a next generation of board and staff leadership
• Encourage candid and open conversation among boards and staff
3. Resources
• Focus existing resources strategically
• Determine what human and other resources are required to support organizational priorities and aspirations
• Build an individual philanthropy program while maintaining what’s successful about the current corporate membership approach to fundraising
o Requires buy-in, investment, and prioritization throughout BSA/BSAF
o Ensure capacity to develop and work through a top individual prospect list; many high net worth, philanthropic individuals – even architects – are not currently on the BSA/BSAF list
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Page 3 of 4 pages
• Review and refine systems for collecting and managing data
Based on what I heard in advance of and during the retreat, and on the information I analyzed, I believe BSA/BSAF has tremendous potential to support and to deliver on its goals. In order to more thoroughly achieve this potential, I recommend that BSA/BSAF focus immediately and urgently on these seven areas:
1. Rebrand, change your name, and become from the outside world’s perspective one organization, with one board leader and one staff leader, while maintaining two legal entities for fundraising, advocacy, and other reasons; two organizations and two names are and will continue to be an impediment to fundraising
2. Clarify your reasons for existence, differentiate yourself from other organizations (particularly ones working on climate resiliency), and articulate your aspirations for the future; “to build a better Boston by engaging communities, inspiring vision, and provoking positive change” is good if vague; your three goals – “ensuring access to design education for every child in Boston,” “providing access to design resources for every neighborhood in Boston,” and “using design to engage and empower the public to address regional challenges” – are not aspirational enough to inspire high-level philanthropy
3. Create and implement a major gifts program (and planned gifts program**), with a focus on genuine and deep relationships with individuals who have the capacity to support BSA/BSAF significantly and who are philanthropic; don’t scuttle your extant corporate support program but build and sustain those relationships year-round; deemphasize events; understand and commit to the time and effort this initiative will require of board and staff
4. Expand your planning horizon to 5 years, a usual expectation of major philanthropists
5. Review your board membership criteria and expectations using a philanthropy lens (e.g. who can give and connect)
6. Institute board and staff leadership performance plans and review processes and provide training and coaching so that leaders can be as successful as possible
7. Pursue strategic partnerships – you can’t build this future alone, and philanthropists look for mutually productive relationships among organizations
Just as the common thread among the themes I heard at the retreat – messaging, leadership, and resources – was the need to focus on the organization’s priorities, so the common thread among these recommendations is focus – an unwavering determination to keep the organization on mission and on message and to support that with an equally unshakeable drive to create a culture of philanthropy at BSA/BSAF.
** This is parenthetical only because a planned giving program easily can be started as part of a major gifts effort.
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Page 4 of 4 pages
As next steps, I suggest that your boards meet to review these observations and recommendations. I would be happy to join that meeting to answer questions and to provide perspective if helpful. You then would estimate costs and other resources required for the efforts the boards decide to undertake, and boards and staff will determine how to pay for and resource them, and in what sequence. This discussion could happen, at least preliminarily, at the same meeting at which the boards review the observations and recommendations.
Then it’s time to begin…
Thank you for choosing me to participate in your process. It has been an interesting and gratifying assignment, and I hope you have found my involvement helpful. I will look forward to responding to any questions or suggestions you have.
Respectfully submitted,
Richard Russell Founding Partner
51
To: BSA Board of Directors Fr: Eric White Re: Recommendations from Foundation Consultant Date: Thursday May 9, 2019
Attached is a report from the BSA Foundation major gifts consultant Richard Russell which we are sharing with both the BSA Foundation and BSA Boards for the recommendations that connect the two organizations. Richard’s recommendations concisely articulate many of the points we have been exploring. Below are my follow up recommendations which apply to the BSA:
Organization: To the outside world we become one organization and only for narrow, specific purposes use the individual brands of the c3 charity and c6 association. Richard, Upstatement and business consultant David Grasfield have each recommended using the “BSA” brand as the unifier, and consider expanding it’s meaning to “architecture.”
Recommendation – the BSA and Foundation boards should explore changing the “BSA” meaning to serve as the brand unifier, but should address messaging and governance as part of this conversation.
Messaging: We are working on clarifying who we are and what makes us unique, inspiring and aspirational. As we have evolved, this is really a recalibration of our messaging and not developing something new. This will require messaging at multiple levels including:
• One organization • The c3 charity and c6 association • How we execute on our aspirations (including our iterative programming process).
Recommendation – we are beginning with clarification internally to see how far we proceed. If we need help we can then engage outside consulting help.
Governance: As with our messaging, it is time for our governance structure to evolve and recalibrate to balance the needs of the BSA and Foundation. Richard has recommended keeping two boards, encourage them to meet together more often, but come together under one board leader.
Recommendation – we engage a non-profit governance consultant familiar with c3 and c6 best practices. to advise us on the creation of independent, but coordinated government structures and best practices. The consultant should advise on independent, as well as coordinated government structures; board numbers, makeup and membership criteria; independent and coordinated board meeting processes; and board performance plans and assessments.
Planning: Recommendation Expand our budget planning horizon to five years (which will add two more years to our budget forecast). This is particularly helpful in approaching major philanthropists.
Major Gifts: Recommendation As Richard has noted, we are working to engage him as a consultant to launch our major gifts campaign.
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3/21/16
Process for evaluating the BSA and BSA Foundation Executive Director
1. The Executive Director review process will become a yearly process marked by the following milestones:
a. The January BSA and BSA Foundation Board packets will include the Executive Directors key areas of responsibility and the goals that have been agreed upon. The goals will be measurable and based upon the ED’s primary areas of responsibility.
b. Throughout the year the BSA President and BSA Foundation Chair will provide feedback to share with the Executive Director.
c. The Executive Director will complete a self-evaluation to share with the two Boards for their October meeting.
d. At the October BSA and BSA Foundation Board meetings, the President and Chair will seek input from the Boards for the Executive Director’s review.
e. In October/November the President and Chair will seek staff input for a 360 assessment. f. The BSA President and President-elect, along with the BSA Foundation Chair and Vice-
Chair will meet with the Executive Director to assess performance and set goals for the coming year.
2. Performance standards a. Performance standards will be built upon two critical areas:
i. The goals set out from the previous year ii. The six key areas of ED responsibility – delivery on mission, strategy and goals;
administrative and HR oversight; Community relations; Financial/Legal management; Fundraising; and Governance.
3. Follow up a. Copies of all written evaluations are given to the ED and to the Controller who maintains
all personnel records. b. Boards will discuss how/ifs salary increases/bonuses will be tied to the evaluation. c. Process will be evaluated and improved upon through discussions between the Boards,
Board leadership and ED.
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3/21/16
Key areas for assessment of the Executive Director
Below are the key areas of responsibility for the BSA/BSA Foundation Executive Director. These responsibilities cover strategy, external affairs, financial oversight, fundraising, staff and governance.
1. Development & Delivery (Mission, strategy, goals) a. Provide leadership in ensuring the delivery of the mission, strategy and goals. b. Meets or exceeds annual goals c. Provides analysis, evaluation and assessment of activities to achieve goals d. Maintains and utilizes a working knowledge of developments and trends in the field. e. Keeps the Boards informed of progress, concerns and needs related to mission, strategy
and goals. 2. Administration and Human Resources management
a. Establishes and uses an effective management team and system b. Ensures compliance with personnel policies and state/federal regulations. c. Provides clear work assignments, delegating appropriate levels of authority and
encourages staff development. d. Attracts, keeps and motivates diverse and high quality staff.
3. Community relations and Public Policy a. Serves as an effective spokesperson for the organizations b. Serves as the face of the BSA Foundation. c. Establishes and builds strong collaborative partnerships and cooperative working
relationships with AEC and design community, funders, civic and government leaders and related organizations.
d. Fosters strong communication tools including media, public events and programs, exhibitions and services.
4. Financial Management and Operations a. Assures adequate control and accounting of all financial systems b. Prepares a budget that is reasonable and realistic in coordination with staff and Boards c. Maintains, executes and ensures compliance with federal, state and local regulations
and requirements including all necessary legal documents. 5. Revenue Generation and Fundraising
a. Develops realistic, ambitious fundraising plans b. Develops and fosters an entrepreneurial spirit developing diverse revenue streams c. Meets or exceeds revenue goals ensuring that funds are available for the organization to
carry out work. d. Establishes positive relationships with donors, funders, foundations and others involved
in fundraising. 6. Governance
a. Works well with the Boards providing appropriate, adequate and timely information. b. Provides support to Boards’ committees c. Keeps the Boards informed on the condition of the organization.
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2019 Executive Director Goals MatrixCategory BSA + BSA Foundation
StBSA
StBSA Foundation
St
StrategyAssess and refine annual work plans to achieve goals and advance the BSA and BSA Foundation Strategic Frameworks
Work with BSA Board to develop, review and adopt Strategic Framework to guide BSA's future.
Work with Board to clarify goal pathways and measures of success and implement programs and activities
Work with Boards to develop and refine coordinated messaging
Work with Board to develop messaging for the BSA
Work with Board to develop messaging for the BSA Foundation
Further advance, develop and implement strategies and policies addressing equity, diversity & inclusion and harassment for the profession, the organization and public
Continue work with Board to implement programs and support the advancement of EDI and addressing harassment in the profession.
Continue work with the Board to implement goals supporting the advancement of EDI in working with the public.
Continue refining and implementing shared strategic, business and communications plans
Implement, assess and refine programs, activities and budget in alignment with strategic pathways
Implement, assess and refine programs, activities and budget in alignment with strategic pathways
Education, Community Relations + Public Policy
Develop and implement a coordinated communications plan including AB, exhibitions,website, social media, PR, and other platforms
Work with Board and AB Task Force to identify, evaluate and implement recommendations for the future of AB.
Work with the Boards to identify, evaluate and implement recommendations for the future of gallery exhibitions and space uses.
Build new website that advances strategic, business and communications plans and has shared message
New website advancing BSA as thought-leaders, and generates revenue opportunities
New website advancing the Foundation education and community messaging and work
Increase both my personal and the BSA/BSA Foundation profiles within the community and funders
Work with Policy Director to advance the design policy agenda and goals in Greater Boston
Hire new community design director and implement at least 1 new project in 2019
Continue to refine and implement the "policy" goals and opportunities to advance with defined metrics
Continue to refine and implement the education goals and opportunities to advance with defined metrics
Develop and implement plans improving the quality of exhibitions and use of public space in BSA Space in connection with the strategic, communication and business goals.
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Revenue Generation and Financial Management
Identify, test, develop and assess new potential revenue streams.
Build new revenue streams in alignment with the BSA's strategic agenda
Continue to build new operating revenue streams while investing in major gifts. Reach or exceed development goals.
Develop short- and long-term financial strategies that invest in fulfillment of strategic agendas
Reduce the BSA deficit to $250K, $125 by 2020 and balanced by 2021
Continue building revenue streams that position the organization to grow and fulfill agenda.
Implement cooordinated 2019 budgets and develop coordinated 2020 - 2024 five-year budget.
Develop five year budget (2020 - 2024) with 2020 budget and 2021-24 forecast
Develop five year budget (2020 - 2024) with 2020 budget and 2021-24 forecast
Work with the Boards to develop a coordinated business plan.
Advance existing financial reporting systems to better inform the Board of progress.
Advance existing financial reporting systems to better inform the Board of progress.
Identify and develop plans to implement expense reductions
Governance Work with Boards and advisors to develop best practices in governance
Establish Governance Committee to support Board development
Develop tools to stregnthen communication with and between the BSA and Foundation Boards.
Develop new reports - scorecard and financial reporting to communicate more effectively
Develop new reports - scorecard and financial reporting to communicate more effectively
Administrative/HR Management
Continue to build staff ability, talent and capacity to achieve organizational goals.
Provide staff growth opportunities. Personally engage with AIA leadership through work on CACE
Provide staff growth opportunities including supporting Polly's leadership at AAO.
Build a structure to support the use and opportunities for volunteers.Upgrade technology in "Salt Mound" to provide better large-group meeting space. Plan for capital upgrades to server technology (now 10 years old).
Assess and upgrade the database to serve all program, development, revenue generation and membership needs
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Highlights of BSA Scorecard for Foundation Goals May – June 13, 2019
Goal 1 Design Education Activities: Many programs highlighted by BPS Kindergarten program and resulting in the Our Boston: Voices
from Kindergarten exhibit and 200 youth visiting and presentation by Mayor Walsh, Interim Superintendent Perille, and many students and teachers. STEAM fieldtrips provided deep education program opps for 13-14 year old students on 3 visits.
Results: April – mid June over 2,500 students, ages 4-18 engaged directly in BSA programs. Impact: The majority of these students and programs come from under-resourced and underserved
communities. Goal 2 Community Design Administrative: Community Design Director job description posted through early July and process underway.
Applications coming in. Activities: Allston Throat Charrette was a success with new recommendations submitted to DOT. New work
beginning on Patio Café Design Workshops and Tactical Public Realm Guidelines. Work continuing on NPS and Lena Park.
Impact: Specific recommendations on Allston submitted to DOT. Several projects well underway having
direct community changes including $600K funding for Lena Park, and planning going on now to build pop up storefronts at businesses in under-resourced neighborhoods funded in part by the city.
Goal 3 Policy Activities & Significant Embodied Carbon Conference which is leading to work on Living Without Carbon Impact: Competition. Work ongoing with DND to create universal design standards for city projects. Major
steps moving forward with DND to plan for a shared Housing Fellow to begin in September. Exhibitions Activities: Balancing Act opened May 17 and had nearly 300 attendees including 2 from AIA National. Photo
exhibitions also changed over and opened. Call for summer 2021 exhibition on theme of “water has been sent out.
Impact: Have seen a significant increase in visitation for the photo and Balancing Act exhibitions. Grant Giving Activity: Task Force met to make recommendations for 2019 grants. Impact: TBD Development/Fundraising Activity: Richard Russell being engaged to help us develop major gifts campaign. Planning underway for
June Summer Celebration. Impact: Current fundraising on track as first few months slower.
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BSA & BSA Foundation ScorecardGoal Recent Activities Inputs Outputs Outcomes Notes
Steps being taken to advance the goal
resources, financials, staff/volunteer time
1 Low, 10 high resources
# of programs, participants,
demographics
impact on participants or
community
1 Architectural Practice Excellence - Advance design and professional excellence and equity through supporting a diverse range of models of architectural practice and design
Overall:
Emerging Professionals Program
FeedBack Mentorship program - kickoff and month 2 of 5
low staff time; low volunteer
time; low participant time;
low cost (food and beverage for
kickoff)
5-month mentorship
program with one 2-hour kickoff
(April) and one 2-hour wrap-up
(September); 30 participants (15 EP mentees, 15
mentors)
each participating mentee meets
with 5 potential mentors; program provides the loose
structure for initial meeting; up to participants to build relationship
beyond this
planning/pairing taking place April 2; kickoff taking place April 22; AIA Trust
grant pursued but not awarded; loosely structured mentorship program model EPNet hopes to share with other AIA
(AIA NE especially) chapters
Emerging Professionals Event
EPNet + Recent Grad Happy Hour
low staff and volunteer time, moderate-low
cost ( beverage)
social networking opportunity for EPs and recent
architecture school grads
TBD
EPNet Grad Party scheduled for May 22 was canceled due to low RSVP numbers; instead, holding a "Happy Hour" ahead
of the annual Summer Shindig
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Emerging Professionals Program
Leadership Lunches
moderate staff time; moderate volunteer time; low participant
time; low participant cost
(food + beverage for 1-4 lunches of
5-12 EPs)
four-week program (two weeks in June,
two weeks in July) during which
firms welcome a small group of EPs
for informal conversation + questions; 11
particpating firms; 55 EPs registered
to date (significant
increase from last year)
TBD
We plan to host a casual mixer/wrap-up event once all Leadership Lunches have been held to celebrate the program, to
reinforce connections, and to solicit feedback
Goal Recent Activities Inputs Outputs Impacts Notes2 Design & Building Excellence - Improve the quality of building construction through collaboration and thought leadership in the AEC industry
Overall:
Continuing Ed BSA on the Road
moderate staff & volunteer time; moderate cost
(presenter stipend, food, rental costs)
4 2-hour, 2 HSW presentations on MA State Building Code - 1 each in
MetroWest, South Shore, North Shore, Cape/Islands
30 registrants in total. Cape & Islands was
cancelled due to low registration
numbers. Feedback was
very good from attendees.
Fiscally, we broke even.
will take place on May 8, 9, 10, & 17; will provide in-person HSW learning
opporutnities for those in Eastern MA but for whom BSA Space is not easily
accessible
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Continuing Ed ARE Success Team Kick-offlow staff time,
low cost
20 in attendance. Most were able to form or join study
groups.
We've acted as conveners of
study groups for those testing for their AREs, and have received
positive feedback around the
efficacy of these groups.
Begun tracking these groups and will invite successful team members to
present at future kick-offs.
Knowledge Communities
WiD Storytelling Event - a panel presentation of five AEC
professionals sharing the stories of their personal and professional paths
in this WiD Professional Development three-part series.
low staff time, low cost
50+ attendees
This panel presentation of
five AEC professionals
sharing the stories of their personal and professional
paths offered attendees
opportunities to consider various career options.
Knowledge Communities
Re-designing the way knowledge community announcement are
delivered
medium staff time, low cost
Worked with Mike, Pamela,
and Kali to design a weekly
knowledge community
newsletter to replace the
individual blasts.
Each Tuesday a newsletter will go out to announce upcoming kno-co meetings to those who subscribed to the specific kno-co lists involved.
This will be a process as we transition over to this new format. Individual blast will still occur from time to time but the
plan is to get those to a minimum so that we can greatly reduce the volume of email going out to our membership.
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ABX Conference Program High staff time
Approx. 240 submissions for
80 spots in show program
Program being finalized; meant
to facilitate presentation and
learning opportunities for
a variety of professional types in our community
and beyond
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Conferences/ SeminarsEmbodied Carbon in Buildings
Conference
High staff time (communications, sponsorship/sales, on-site logistics, high-level content
management); high volunteer time (advisory group directs
content development); high financials
(space rental, AV, food and beverage)
150 attendees plus 15 tabletop
showcase exhibitors (each exhibitor with 2 representative-attendees); with
staff, advisory group, and
speakers, 200 participants total;
approx $33k in revenue
Embodied carbon in buildings is a
nascent field and industry leaders are clustered on the west coast; this conference
will brought those leaders to Boston
to establish a leadership base in the northeast; a
summary document will be
produced and distributed late
June/early July; a working group to
estabilish and continue Boston's leadership on the ECiB issue is being
formed
took place Friday, May 31; organizational supporters: NESEA, USGBCMA, APTNE, MIT Concrete
Sustainability Hub, AGC MA, Green Ribbon Commission; providing
Embodied Carbon "101" knowledge to AEC practitioners; national AEC leaders (practitioners, researchers, consultants)
will share expertise
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EDI+SH Design Awards low staff time; no
financial cost
Included EDI requirements in Design Awards
submission page:
Increase firms'/submitters'
awareness of their firm
makeup, AIA ethics and
professional conduct
expectations, and BSA position on
EDI+SH
questions about demographics (gender, firm size, racial/ethnic diversity);
affirmations (AIA code of ethics and professional conduct; intern declaration;
BSA statement on EDI+SH)
Goal Recent Activities Inputs Outputs Impacts Notes3 Policy 1 -Advocate for policies in planning and design that create a more beautiful, vibrant and just city and region
Policy 2- Use design to engage and empower the public to address regional challenges
EDI+SH
Finalizing Statement for website; meeting with local school reps;
formulating plan for initiatives in 2020
6 - regular staff involvement,
significant volunteer
committee involvement
Recommendations for addressing the profession,
firms, and BSA EDI needs
Carbon Living Without Carbon Competition
7 - major staff involvement in planning at this
time
TBD
Provide the city and region with creative design
solutions to creating net zero
carbon neighborhood/ communities.
Met with planning group and City of Boston
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Housing Housing Fellowship
7 - major staff involvement and
modest salary impact
Significant impact on meeting the
Mayor's goals for housing
affordability, but through the design lens
Impact the city's affordable
housing policies and design solutions
Housing Design Innovation Fellow position to be posted week of 6/17.
Received $15k funding over 2 years to support Foundation's financial
contribution
Municipal Planning Patio Cafes7- major staff
involvement and volunteer time
Using case studies and pilot program
to inform suggested
changes to the current permitting
process
Create kit of parts for business
owners looking for simple patio
café, create suggestions to
change processes within the City
Increased public realm improvements and activation in neighborhoods of
Boston
Fellowship Fellows Breakfast5, Medium staff
time and resources
70 people in attendance
Welcomed 8 new Fellows
Goal Recent Activities Inputs Outputs Impacts Notes4 Design Education - Provide access to design education for every child in Boston
School Education Program
BPS Kindergarten Exhibition Reception
5
200 attendees at reception for the
Kindergarten classrooms who paritciapted. 200
attendees, 37 clearrooms, 14
BPS School
Visibility of student work by
BSA visitors. Partnerships lead to collaborations that improve our
programs, and reach larger audiences to
provide design education.
5/11/19 Mayor Walsh attended, Superintendant Pereille spoke
65
School Education Program
Curley K-8 Fifth Grade Architects visit 7
90 BPS 5th grade students. 2 volunteer
architects from Cannon
Program is pilot that can be
expanded to other BPS schools.
Students gain awareness of the power of design and architecture to effect positive
change
5/11/2019
Family Education Program
Family Design Day - Tree Houses 75 volunteer
architects. 40 students Age 5-13
Students gain awareness of the power of design and architecture to effect positive
change
5/16/19
Student Education Program
STEAM Feildtrips 63 trips, 30
students Age 13-14 Underserved
Deep design education
programs enable students to
develop quality design skills that can be applied to solving complex
challenges. Partnerships lead to collaborations that improve our
programs, and reach larger audiences to
provide design education.
5/28, 5/29. 6/4
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Goal Recent Activities Inputs Outputs Impacts Notes5 Community Design - Provide access to design resources for every Boston neighborhood
Staffing/LeadershipNew Community Design Director position
posted thru 7/2. Screening team being assembled.
7 - fair amount of time for staff and
volunteers
New Community Design Director
Posting was delayed a few weeks as we waited for the new website upload.
Goal Recent Activities Inputs Outputs Impacts Notes6 Membership - Provide the highest level of service to our members, partners and guests
Working on retention of existing members while collaborating
with both BSA staff as well as national staff to recruit new members.
Focus will now shift to one on one outreach to unrenewed members
10
2019 Renewals Paid as of
5/31/2019: FAIA Members - 99, AIA Members -
2370, Assoc. AIA Members - 284,
Professional Affiliate
Members - 61, AIA_Other - 18,
Architecture Firm Members - 119,
Allied Firm Members - 67
2019 Projected Revenue by
member type:FAIA/AIA
Membership - $1,291,623Assoc. AIA
Membership - $85,101
Professional Aff/AIA_Other Membership -
$16,484Archiecture Firm
Membership - $382,978
Allied Firm Membership -
$73,989
Grow Allied Membership
On going outreach to prospective Allied members and new
subcontractors about benefits of Allied membership
53 since last Board
report.
BSA Future Architect Scholarship (F.A.S.)
Provide follow-up with Assoc. AIA members encouraging participation
3
33 Assoc. AIA have taken
adventage of the FAS program
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Design awardsAccessible Design Awards
submissions
Moderate staff time - CFP, broad
and targeted marketing,
customer service, coordination with
MAAB + Access Committee
28 submissions for $2700 in
revenue (expected
revenue $1000)
broader awareness of
accessible design; partnership with
MAAB
Access Committee chairs did targeted personal outreach--much appreciated
and effective support for BSA outreach/communications; jury to be
held June 25
Design awardsEducation Facilities Design Awards
submission deadline
Moderate staff time - CFP, broad
and targeted marketing,
customer service, coordination with K-12 Educational
Design + BSA/SCUP
Roundtable committees
102 submissions for $13350 in
revenue (expected
revenue $10000)
recognizing excellent work in
educational design, for which
the Boston market is well-
known
61 higher ed submissions; 41 K-12 submissions; jury being re scheduled for
July or August
Design awardsSmall Firms Design Awards
submission deadline
Moderate staff time - CFP, broad
and targeted marketing,
customer service, coordination with
Small Practices Network
74 submissions for $7000 in
revenue (expected
revenue $4500)
recognizing excellent work done by small
firms (10 employees or
fewer)
jury to take place on June 18
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Design awards Honor Awards for Design Excellence
Moderate staff time - CFP, broad
and targeted marketing,
customer service, coordination with
AIA|LA
130 submissions for $17400 in
entry fees revenue; with
Poole Professional sponsorship a
total of $20,900 in revenue
(expected revenue $19,000)
TBD Jury will take place June 27
Design awardsUnbuilt Architecture and Design
Awards
Moderate staff time - CFP, broad
and targeted marketing,
customer service, coordination with Unbuilt jury chair
43 submission for $3950 in revenue
(expected revenue $6500)
TBD
Jury being scheduled for July or August; numbers down from last year; will
consider different/additional marketing strategies for following years
Design awards Housing Design Awards
Moderate staff time - CFP, broad
and targeted marketing,
customer service, coordination with AIA NY staff and
Housing Committee; BSA
Housing Committee; BSA
Residential Design Committee
TBD TBD Deadline: August 16; jury will take place
in September
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Design awards Harleston Parker Medal
Moderate staff time - CFP, broad
and targeted marketing,
customer service, coordination with
jurors
TBD TBDMeetings to decide finalists will take
place in July and August; finalist fieldtrip TBD (September)
Continuing Education Credits
7 - High staff time submitting and
tracking CEU
May - CEU 39 hrs; 22 HSW
472 course attendees
Quality design education
provided for members and
allowing them to maintain their
license
Knowledge Communities
5- Medium staff time and resources
26 Knowledge Communities in
MayGoal Recent Activities Inputs Outputs Impacts Notes
7 Communication - Advance BSA and Foundation as thought-leaders and conveners in the industry and public appreciation for architecture
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AB
The “digital first” ArchitectureBoston launched with three new stories on May 30. It’s content leads the lineup on architects.org homepage; formal
feedback cycles have been established at three months (for the boards) and and at six months (for membership + other readership).
First meeting with designer to plan single print issue to take place June
13.
($220,000 2019 expenses
budgeted—under $24K spent to
date but expenses will increase as
real-time production begins in earnest; $150
revenue budgeted; sales to
begin now that product has been
developed) 10
AB is primarily distributed
through Currents to more than
10,000 readers, 4,500 of whom
are BSA members, and through our
social media network, which is more than 25,000 strong; strategies for widening our
social media networks with AB
content is developing in real
time and will involve
contributors, partners,
advertisers, as well as staff.
Content reflects thought
leadership; new format engages new audiences; new audiences share content
with their networks; gets people talking
about architecture;
provides advertisers with livelier forums in which to invest.
Themes change every two months; content is currently being distributed
weekly; in July AB welcomes an exploration of all things “POP;” in
September, AB writers discover what it means to be “Lost” in the built
environment. Still a heavy lift for Fiona, Pamela, Mike Whelan; internal
resourcing strategy is being developed in real time as needs are becoming fully
understood
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Web
The newly redesign architects.org launched on May 30, complete with the newly redesigned ArchitectureBoston and a redeveloped Jobs Board. Early response has been positive. Known challenges for some users include 1) the loss of the Resume Bank, a free service we once offered that proved insecure for posters; 2) a transition with Fame, which will be moved to a social media platform tbd; and (3) early product glitches with the Jobs Board which are being corrected in real time.
10 ($250,000 for main site and $80,000 for Jobs Board have been invoiced by vendor; revenues from Classified is budgeted at $140K; Q1 estimate of $35K is up by more than $10K at $45,450)
Site highlights editorial content, programs and events, membership and knowledge communities; and exhibitions. Traffic is being tracked and will be charted monthly. Newsletters and social media are traffic drivers.
Thought leadership and engagement
Fresh content will be introduced daily (programs and events); Editorial content that is not AB will be freshened at least every two weeks; content will be authored by members, writers, and staff. Schedules and assignments are in development. . Formal feedback cycles have been established at three months (for the boards) and and at six months (for membership + other readership).
Social Media
Social media calendars have been developed (and are regularly updated and reprioritized) for ArchitectureBoston content, fundraising, member news,
exhibitions, programs and events, design awards, and for sharing
partner news.
Except for staff time—which is
not insignificant—social media is mostly
free; because it has become our
co-dominant distribution
channel, the value it represents to us
is priceless and we should
consider that in all resourcing
discussions. 4
Twitter followers 11K; Facebook
likes 6,700; Instatgram
followers 1,500; 7,000+ group
members
Distribute content;
Engagement
An intern has been dedicated to social media management and meets daily
with staff to discuss message and priority; a long-range social media
strategy will align with the long-range content strategy being developed in real
time.
72
Currents + email broadcasts
The workhorse weekly newsletter Currents is our co-dominant
distribution channel has been redesigned to reflect the website’s
new look and feel as well as its hierarchy: that is, we lead with
ArchitectureBoston editorial content, followed by programs and events and weekly calendar listings. Note
that the ebroadcast strategy will be retooled to reduce individual blasts
in favor of newsletter formats; a new weekly newsletter that aggregates all
knowledge community news has been introduced, eliminating often as many as 15 weekly independent
blasts
2 (Currents is at $22K 2019
revenue budgeted; Q1
budgeted revenue was $5500 and is
tracking low at $1400–a $4100
deficit)
Currents has 10K+ recipients; 25%
open rate
Distribute content; Promote upcoming events
Consultants have identified Currents as the strongest digital push tool, alongside
social media
Messaging
Launch content was approved and will be revised and invigorated
throughout the summer. Objectives include shifting narrative focus to one point of view that expresses a
joint organizational identity, mission, and vision. A Foundation committee has been formed to review content
and provide strategic input. The executive committees of both boards
will be engaged to determine next steps, following the website launch.
Any costs beyond staff and
leadership time will be
determined along with scope of
work; the cost of not improving our messaging is high,
if our goal is to reach new audiences
(funders, new partners, media,
non AIA members) 5
Early anecdotal response has
been positive but limited to known site users; will be
tested at the formal survey points of three months and six
months, as described above
Should express the impact of our work and provide
clear opportunities for
engagement including donating
funds
Consultants have identified messaging and branding as weak
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Exhibitions
First floor and conference rooms: New Visions of Designed
Environments on view June 4 through January 3, 2020; IG Boston
in Congress Room
4 ($5K 2019 budgeted expense for 1st floor; see Advancement for
revenue)
25K visitors annually
Expose audiences to architectural
photograph; bring in new audience types to Space
Shows change every six months; a new call for entries will be posted in June for
a January show.
Exhibitions
Main gallery and Salt: Balancing Act: Urbanism and Emerging
Technologies on view May 17 through September 27
7 ($70K investment)
Received $40K from AIA national
to travel the show; received
$5K from Existing conditions
25K visitors annually
Deepen relationship to
CBT; expose audiences to progressive
thinking about sustainability
Exhibition enabled us to receive a $40K AIA Traveling Grant; plans already in place for exhibition to travel to AIA Seattle; a budget for curator’s costs related to each travel site has been
developed
ExhibitionsFall 2019 main gallery and Salt:
Canstruction (October) has been scheduled
TBD25K visitors
annually
Architects give back and have fun
doing it; media buzz
Scheduled
ExhibitionsFall 2019 main gallery and Salt: BSA Design Awards (November through January 2020) Has been scheduled
TBD25K visitors
annually
Professional celebration; elevation of
design
Scheduled
ExhibitionsWinter 2019 1st floor: Gingerbread
(December) Has been scheduledTBD
25K visitors annually
Some unrestricted funding for
FoundationsScheduled
Exhibitions
Spring 2020 has been booked: Durable (a look at materiality and
sustainability) Curated by the 2018 Latrobe-winning team of David
Fannon AIA, Michelle Laboy, and Peter Wiederspahn AIA
50K budget before fundraising
25K visitors annually
Deepen the exploration of
what sustainability
means and how it may be used to
better our world
Scheduled
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Exhibitions
Summer 2020 has been booked: Now What? A traveling exhibition
about architects who have advocated for equity and justice in
the profession over the last 50 years. Curated by architect, a woman-owned design firm in New York.
50K budget before fundraising
25K visitors annually
Explore equity in the profession: where we’ve
come from and where we’re
going.
Scheduled
Exhibitions
Spring 2021 has been booked. Middleweights looks at how 2nd-tier cities (like Boston, Pittsburgh) punch
higher than their weigh class, particularly around infrastructure.
50K budget before fundraising
25K visitors annually
Engage the public and professionals
in a discussion about
infrastructure’s role in creating vibrant cities
Scheduled
ExhibitionsSummer 2021 call for proposals has been approved by the Exhibitions Committee. The theme is WATER.
50K budget before fundraising
25K visitors annually
Further the professional and public discussion
about the role that water plays throughout our
urban systems…not just sea level rise (but
that, too).
CFP tp post early June
Boston Architecture Diary
Alice Brown has agreed to assist in providing content; BSA staff will
make one final pitch for platform partners to share costs associated
with maintaining the platform
1 (not budgeted)
<1,000 monthly hits / 1 potential
additional investor
Potential to awareness among
the public
Scheduled to expire; cannot divert resources to maintain upkeep; $3000
cost per year, not shared after by other institutions following launch. Goal can
be achieved through other tools including social media, programs and exhibitions at BSA Space and in the community; press and other media:
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AIA Guide to BostonAvailable in Apple App Store; we
continue to promote digitally through house ads online
1 (not budgeted)Fewer than 500
downloads
Potential for public
engagement
Despite marketing via social media, display and print ads, presence at events
including ABX, the product has not enjoyed success
Homeowner’s Project Handbook
Sales and marketing for the 2019 edition are stalled due to back end
database development
4 ($50 revenue and $5K expenses
budgeted for 2019)
January and February 2019: Unique users:
416, Page views: 1,284
Since June 1 2018: 3,000 unique
users and 10,000 views
Supports small firms and sole practitioners ;
provides a way to guide the public toward qualified
architects
Legacy publication went digital first in 2018. Will be digital only in 2019; sales and sales marketing have beens stalled due to back end database development
Goal Recent Activities Inputs Outputs Impacts Notes8 Operations/ Organization - Provide the operational and technical support to deliver excellent member service and staff efficacy
AIA Convention
Jean from Board and Eric and Brian from staff attended. Convention was
in Las Vegas. Key events included Payette Firm of the Year, Fellows events, Business meeting CACE
meeting
8 during June, but less otherwise.
Time away from office and some expense. $1K is
reimbursed. Brian travel is also reimbursed.
Networking with other chapters,
voting on national issues, support for
members attending
AIA convention attendance and tradeshow down significantly - primarily
because of Vegas location.
AIA CACEPreparations for August CACE
meeting in Columbus. Focus sessions on Economic Resiliency,
3 - some time devoted to
planning the workshops
$1K is reimbursed
Eric will be president next
year. Networking with other
chapters for best practices and management
training
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AIA SECEric is part of the AIA Secretary
Advisory Council. Dealing with issues of AIA governance, oversight
2 - minimal time, typically once a
month conference call with followup
increased awareness of
national issues
SEC is reviewing national elections processes, simplifying the resoulution process, making recommendations for
EDI in awards, reviewing emeritus requirements, and the make up of the
strategic council.
ABX LegalTMS signed final settlement and is
paying the BSA $75K over three installments
For 3 years this was significant
amounts of time and resources.
Now a 1 with low time currently
Payment of $37,500 has been
received. Two more payments for June and July
expected.
Greatest impact is gettting this
behind us and completed to turn attention to more
important matters.
Visit from AIA National Staff
Two AIA National staff attended the opening of Balancing Act Exhibition
and the Embodied Carbon Conference
1 - minimal staff time
Increased National's
awareness of BSA work
BSA Staff BookStarting to create a new, interactive staff handbook for onboarding new
staff
4- moderate/low staff time re-
creating existing handbook
An easier and up-to-date
onboarding process
New hires will be welcomed with a new interactive handbook that will be easier to
learn the organizations, inside and out
BSA Annual ReportWrapping up the 2017 annual report
and beginning the 2018 report
6- Moderate staff time sourcing
information and creating content
AIA DatabaseBeginning to look at new database
systems
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TechnologyCoordinated with North Light IT
(formerly NCGIT) to upgrade the two PCs running the reception screens.
low staff time, no additional cost as this is included in
North Light's maintenance
contract and the PCs have been
repurposed.
Upgraded two PC's running the
reception screens
To eliminate regularly-
occurring pop-up screens from old
PCs that were running Windows
XP operating systems.
ABX SalesInforma manages all Sales activities.
BSA recieves monthly reports.
1 - Brian Keefe full-time on ABX, but his salary is paid
by Informa.
2% of gross sales revenue. As of June 7, $567k
gross collected by Informa.
Productive channel for
engagement with the building
product industry, including trends on how they're
looking to engage architects and
spend marketing $.
Ongoing
ABX PartnershipBSA Staff beginning to plan for
1,800sf of space on the ABX show floor, with an eye toward marketing.
3 - Staff time to plan (will increase
closer to date)
New members and more engaged members
2/3 of ABX attendees are not
BSA members. The BSA can use this (newly free)
platform to engage those
attendees.
Next steps - Conference program has been completed and will go live in July,
featuring many BSA members and partners. Continue to create
opportunities for friends and allies to leverage the show floor.
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Business Planning
The engagement with consultant David Grasfield has ended. The
Working Group will meet before the Board meeting to discuss next steps,
to be presented at June Board meeting.
7 - $30,000 for consultant and
significant staff / volunteer time
A portfolio of one-page business
plans
Create a portfolio approach to increasing
revenue that is more closely
aligned with the expertise and mission of the
organizatoin, and is sustainable.
Next steps - 4 new opportunities and 4 recently piloted opportunities will be
presented, including recommendations on next steps.
Integrated Sales and Marketing
Developed an integrated brochure to present opportunities without boundaries to all prospective
sponsors. Began to develop an internal sales team and sales
processes to support this team.
9 - one-full time staff person and
multiple part time staff people
(sales, marketing, data, financials,
accounting).
Increased revenue and increased
awareness to the industry of all we do and how they can contribute.
BSA revenue partners will be
paired with opportunities and
programs that better suit their business needs, creating a more viable long-term financial future for all parties.
Next steps - Integrate digital assets (web ads and sponsored content) into new
website. Create systems including database, contracts,
invoicing/collections to support sales.
Goal Recent Activities Inputs Outputs Impacts Notes9 Governance - Build a high performance nonprofit organization that advances both independently and together to achieve our goals
AIA ElectionsAll BSA supported votes were
approved
2 - part of attending the AIA
Convention - represented by
President, ED and regional reps.
Allied Membership denotation approved; AIA use of reserves approved;
Climate resolution approved; Regions managing sections on hold until regions
report completed; Peter Exley FAIA, Evelyn Lee AIA and Britt Lindberg AIA
each elected.
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BSA Board Meeting
Board met on May 16 and reviewed Q1 Financials, AIA elections, and
focused on website, recommendations from consultants, budget planning and laying out dues
conversation
8 - significant ED/EA staff time
working with president/
president-elect
Organizational governance
Recommendations for AIA voting,
informational
AIA President VisitAIA President Bill Bates FAIA visited on May 23 for reception and dinner
3 - modest staff time arranging
reception/dinner
Networking and goodwill with
National
BSA Nominating Committee
Wrap up work to identify 2020 election candidates
6 - moderate staff and volunteer
time identify and contacting candidates
Identify strong candidates for BSA Leadership
Effective Governance
Committee report submitted to BSA Board to review and approve
BSA Honors & Awards Committee
Committee making recommendations for AIA awards
and BSA honors
7 - some intense staff work with
volunteer time to make
recommendations
Recognizing key leaders in AIA and
BSA
Committee report submitted to BSA Board to review and approve
BSA Ethics CommitteeCommittee has no new business at
this time
BSA Audit CommitteeAudit Committee reviewed the audit and submitted report for BSA Board
2 for audit committee to
meet and submit recommendations
Ensures effective procedures,
processes and policies, and
financial management
Committee report submitted to BSA Board to review and approve
Foundation Board Meeting
May Foundation Board meeting was cancelled - no quorum.
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Foundation Governance Committee
Board was surveyed for best meeting times. Results continued to show
noon on Wednesday or Thursday - though those don't work for
everyone. Looking to mix the times to encourage reaching everyone.
3 - modest staff time coordinating
the survey
Working to find best ways to
effectively engage the Board
BSA Foundation Finance Committee
Committee met to review audit and conversation with investment team
2 - audit committee to
meet and submit recommendations
Fulfills legal requirements
Ensures effective procedures,
processes and policies, and
financial management
Committee report submitted to Foundation Board to review and
approve
BSA + Foundation Joint Executive Committee
Committee met on May 21. Reviewed messaging and governance recommendations. Discussed plans
for ED review
4 - most work part of priorities being discussed
Strengthen coordinated
governance and planning
June meeting update on messaging, governance and ED review. Main focus
on business planning and budgeting
Equity, Diversity & Inclusion
Coordinating next steps. Intention to focus on pay and leadership equity
5 - staff team meets regularly. Volunteer time
AIA New England Meeting
Meeting of NE national representatives, chapter presidents, and executives. Meets 4 times a year
3 - modest ED time and member volunteer leaders
Networking with NE chapters and information on
what's happening nationally
Reviewed AIA business meeting and voting agendas, recommendations for
National Office, update on new ARE and licensing support. Next meeting focus on
EDI.Goal Recent Activities Inputs Outputs Impacts Notes
10 Financial - Build a financial model that supports and advances the organizations' short and long term goals
1
Renewing Legacy Circle Members: $180,000
Currently $95,000 in renewals; Meetings/conversations
scheduled/in progress with all renewing members
8 Staff time, highly intensive
11 renewed members - 1
increased to $25K$95,000
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2
New Legacy Circle Members: $180,000
Currently $11,000
2 Currently staff time light; volunteer
involvement light
2 new members $11,000 Most new LC's secured closer to Breakfast Fundraiser (December)
3One Time Breakfast Donations: $30,000
Will occur at Breakfast(December)
4
Breakfast Sponsors: $4,500
$1,500 1 staff time;
sponsors recurring
1 sponsor $ 1,500 Will occur closer to
Breakfast(December)
5
Grants and sponsorship: $110,000
Currently $26,500; $405,7500 applied for; $93,000 declined
6 Staff time, highly intensive
2 new grants; 1 new exhibit
sponsor
$2,5000 in unrestricted
support; $17,500 in restricted
support; $6,500 towards Balancing Act from Existing Conditions and Pickard chitlon; Visibility to new funders (Eastern
Bank, Kuehn Foundation)
6
Annual Appeal: $30,000
Currently $12,175; one major donor; 3 midsize donors; handful of small
donations
2 Continuing appeal from 2018
9 AA donors
$12,175 in unrestricted support; new major donor -
individual (philanthropist)
Targeted appeal sent in thank you to all KidsBuild! attendees
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7
Events: $55,000 $19,855 - Auction and 5/9 Trivia
5 Staff time and volunteer involvement moderately intensive.
AutoDesk Sponsor: $5000;
Silent $6,059; Live $2,600; Donations $100; Misc $180; Tickets $5,141;
(Staff spent $3,245 - 54% - on
auction items)
$19,080 in unrestricted support; new
event; new ways to support the Foundation's
work
Note: Event revenue unlikely to meet goal; will need to be made up in other
areas. Auction and 1 trivia event complete; Other events for 2019: Arch
Trivia (1); Gingerbread; Book Sale;
8
Recruit new consultant
Richard Russel of Resilient Philanthropy led Board and
volunteers on retreat focused around launching major gifts
program March 21-22; Richard will continue to work with BSA to launch
Major Gifts program; long term contract under negotiation
7; Staff and volunteer
someowhat intensive (36 hour retreat); Richard's
fee for retreat facilitation
$10,000; ongoing fee for longer range work:
$20,000/ month for first two
months; $12,000/ month thereafter
New learning and preparation to
start major gifts program; formal engagement to
start with Richard in August
Followup from retreat has
started
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Successfully launched Architecture Auction
Jury formed fall 2018; art selected January 2019; Ticket sales opened
January 2019; event attracted approximalte 150 attendees
5; moderate staff and volunteer involvement
New event; selection of 50+
artworks and experiences
Engagement from committee and
donors of artworks/
experiences; attendees and word of mouth
for next year
Future events will need better marketing strategy to diversify audience
and attract ticket buyers. Planning for next year's event has begun.
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10
Launch Rising Philanthropists (new group of emerging donors under 40)
Soft launch in December 2018; First official event in early June
3; Currently moderate staff and volunteer involvement
Currently 13 members at $250 each (3 new since
June event)
$3,250; Younger generation of AEC
community involved in
philanthropy and the BSAF
Foundation Audit completed for 2018
Finance committee scheduled to meet 6/13 to review audit and
investment stategies
approx cost of audit $15K
audited financials and tax return
Ensures effective procedures,
processes, and policies as well as
financial management
Budget 2020Beginning prepping for 2020 budget; first budget meeting with directors
are scheduled for June 18
BSA 2018 Audit/review completed
Audit committee scheduled to meet 6/19
approx cost of audit $16K
audited financials and tax return
Ensures effective procedures,
processes, and policies as well as
financial management
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May, 2019 s:/governance/bsa/board_meetings/2019/May/BSA_Budget_Process
2019 BSA Budget Process
Budget targets:
• Create budget for 2020 with 4 additional years of forecast (total of 5 years planning) extending our financial planning to 2024.
• Balance the budget by 2021 • Build one organizational budget with two segmented budgets for the BSA and BSA Foundation.
June
BSA/BSA Foundation E.D. and Managing Directors begin meeting to prepare the budgets for the BSA and BSA Foundation. The process begins with an assessment of the past few years and where we stand currently, reviews of strategic goals, and an understanding that we are looking to address five key questions to prepare for the Boards in their review:
• What do expenses tell about our investment in the mission, vision and goals? Are they aligned? Anything we are doing that is not aligned?
• What do revenues tell us about our mission, vision and goals? • Are revenues sustainable? • Do we have intergenerational equity? • Are there any red flags?
Key Board decision in June is setting dues rates and strategy.
July - August
Managing Directors meet with their staff to layout plans and needs for each area of operations (Programs, Membership, Communications, Finance, Advancement, Operations), with potential changes to revenue or expenses. This includes identifying specifics over numbers and types of programs, development targets, website upgrades, technology needs, etc.
A draft budget and forecast is prepared and reviewed by management. Specific recommendations including new revenue opportunities, areas to cut, or reallocation of resources are examined in detail. A draft work plan is created. Management meets with the BSA and Foundation Treasurers to review the budget proposals.
September
The first draft is presented to the BSA Executive Committee who meets in mid-September (during this time the Foundation Finance Committee meets for a similar review of the Foundation Budget). The presentation includes the budget and narrative. The Joint BSA and Foundation Executive Committee discuss coordination of organizational budget. The Executive Committee reviews and makes their edits and recommendations. Management revises the budget and narrative.
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May, 2019 s:/governance/bsa/board_meetings/2019/May/BSA_Budget_Process
October
The budget, work plan, and narrative are presented to the BSA Board by the Treasurer. If satisfactory the budget is voted upon. If there are edits and additional recommendations, the budget is revised before being finalized.
December
The budget summary is presented to the membership at the Annual Meeting by the Treasurer. The members are asked to vote upon accepting/rejecting the budget.
The BSA Foundation budget process
The BSA Foundation’s process from June through August is exactly the same and staff is working on the budget, milestones/metrics, work plan and narrative for both the BSA Foundation and BSA. In mid-September the E.D. and Managing Director of Finance meet with the BSA Foundation Finance Committee to review the budget and make recommendations. In October the BSA Foundation Board reviews the budget and vote, which is the final step.
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BSA Foundation Values
We live in an amazing time of civic planning and we support intelligent planning, zoning and land use, physical and social connectors, to advance Greater Boston as a model healthy, resilient, equitable, accessible and architecturally dynamic region. We help bring together plans from around the region to encourage communities to work together, while integrating proposals that foreground the need for a thoughtfully designed public realm that results in more equitable and sustainable development.
Relationships & Convener
The BSA Foundation’s ability to engage diverse people in Greater Boston, paired with the BSA’s access to the great intellectual resources of the design profession provides the base of our work. It is through this and our partnerships with civic and community groups and government agencies that we are recognized as an effective convener bringing together distinct voices of our communities to help address the needs of our region.
Engage
We build public awareness of the importance of design in the environments where we live, work, play and learn. We are also a bridge between the design/building industry who serve as a resource in social action and the communities we serve and live in. We are most successful when we give people a voice to speak out for what they need and providing the tools and resources to attain their goals. These tools include our ability to draw upon the personal interests, learning styles and motivations of the participant.
Envision
We help the Greater Boston region, cities, neighborhoods and people define their future. We do this by providing people with the design skills required to explore the potential for what might be and the tools to make their dreams a reality. Using the design process we help people see the potential and build equitable and sustainable communities.
Design Excellence
We employ the principals of design excellence to transcend the limitations of individual projects, areas of expertise, and privileged interests so that we can find a common ground for positive change. While design excellence is difficult to define, we believe there are common principals that result in excellence. These include a strong relationship to the landscape and to the context in clear meaningful ways; enlivening open spaces; details and materials that bring design to life and scale them to the human body; and interiors that are shaped by the uses they accommodate and a connection to the surrounding community. These designs intensify the experience to create a shared sense of delight and emotional impact that transcends utilitarian concerns. Design excellence broadens our perceptions of personal and social possibilities and inspires our thinking about the world around us.
Equity & Social Cohesion
We believe that “flourishing spaces make for flourishing people” and the built environment can profoundly affect the inequity facing many in our region. The principles of diversity, inclusion and accessibility are fundamental to building just, fair and vibrant communities. Excellent design helps leaders and communities make informed choices to assure equal access to society’s benefits for all people.
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MISSION: To build a better Boston by:
2. Inspiring vibrant neighborhoods & a more resilient & equitable city through design explorations with community-based audiences.
3. Provoking change through strong collaborative efforts and strategic use of our resources, including BSA Space.
1. Engaging the public in the importance and power of design.
VISION: By 2030, Boston is a model of a resilient, equitable and architecturally vibrant city and region.
Providing access to design resources for every neighborhood in Boston.
Ensuring access for every child in Boston to design education.
1. Expand design education programs to more neighborhoods.2. Offer family design programs on more weekends.3. Engage potential partner design education groups, local universities, state and local education leaders in a roundtable to facilitate expansion of design education.4. Develop design education coalition to meet with leading city and state education administrators to explore and develop design curriculum for schools.5. Develop and regularly offer design education training programs for educators and architects.6. Tie exhibitions (when appropriate) to youth design education goals.7. Mobilize foundation and corporate support for education initiatives.8. Align BSA Foundation grants to support design education.
1. Expand community design programs to more communities in need by developing a project selection process.2. Engage public figures, community leaders, key institutions, architecture firms, and design schools to deepen our understanding of community needs and opportunities and explore how to build the infrastructure.3. Engage related organizations to build a coalition focused on providing design, planning, and building resources in communities.4. Tie appropriate exhibitions to addressing neighborhood design challenges.5. Partner with local universities and others to develop assessment tools.6. Mobilize foundation and corporate support for community initiatives.7. Align BSA Foundation grants to support community resources projects.
1. Build structure to organize and grow design workshop/charrette programming.2. Deepen the impact of the Designing Boston (and related) programs.3. Coordinate policy and growth agenda with the BSA advocacy agenda.4. Build a coalition of like-minded organizations to advance policies and growth that support equity, resiliency and design excellence.5. Develop and implement coordinated communication strategies around policy and growth.6. Provide high quality public programs that increase awareness of excellent design policies and growth.7. Mobilize foundation and corporate support for the design policy and growth agenda.
Annually ·# Boston children who have access ·Level of understanding ·City and media recognitionLong-term ·Boston students entering architecture/ design profession ·Level of community engagement using design thinking ·Quality of Boston design
The BSA Foundation, created by the BSA in 1971, is committed to engaging the public in appreciating design excellence and helping solve our community’s challenges through design. In 2014, the Foundation expanded our focus to “build a better Boston by engaging communities, inspiring vision, and provoking positive change” through design. We deliver the mission through exhibitions at BSA Space, youth and family design education programs, cultural programming, community, and civic work.
The BSA is committed to professional development for our members, advocacy on behalf of great design, and sharing an appreciation for the built environment with the public at large. Established in 1867, the BSA today has nearly 4,000 members and produces a diverse array of programs and publications, including ABX, and ArchitectureBoston the design ideas magazine. A chapter of the American Institute of Architects, the BSA is a nonprofit, professional-service organization for the design and building industry profession.
BSA Space is Boston’s center for architecture and design and is home to the BSA and BSA Foundation. We host exhibitions, public and professional. Visitors are invited to view their world differently, imagine new possibilities for improving their community, and learn achievable and remarkable ways to do it. The BSA Space opened in 2012 and is free and open to the public.
www.architects.org/foundationStrategic Planning Process Map 2018
STRATEGIC GOAL 1: STRATEGIC GOAL 2: STRATEGIC GOAL 3:
DELIVERY TOOLS:
YOUTH & FAMILY PROGRAMS:Learning by Design KidsBuild!Family Design Days
COMMUNITY DESIGN:CDRCWorkshops & charrettesDesigning Boston & forums
EXHIBITIONS:6,500 square feet of gallery space
GRANTS:Distributed more than $1million supporting community based design education.
CULTURAL PROGRAMMING:Common BostonAIA Guide to boston AppTours, Films
BACKGROUND:About the BSA Foundation,
the Boston Society of Architects/ AIA (BSA), and BSA Space.
Annually ·# Boston neighbors using design resources to solve challenges ·Quality of design projects ·City and media recognitionLong-term ·Access of design resources for all neighborhoods ·Quality and affordability of housing, resiliency, etc. for every neighborhood
·Quality of design in Boston ·Impact of policies on the urban core ·Recognition of policies in media and other cities ·Level of city leadership support for policies
MEASURES OF SUCCESS: MEASURES OF SUCCESS: MEASURES OF SUCCESS:
Using design to engage and empower the public to address regional
challenges.
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Design and building excellence
Advocate for public policies in planning and design that will create a more beautiful, vibrant, and just city and region, through partnership with government agencies and other nonprofits.
Public policy and advocacy
MISSION: from our charterCollegiality: To unite in fellowhip the architects of the BSA/AIA territory.
VISION: By 2030, BSA/AIA architects will be leading professionals advancing design excellence; sustainable and resilient design; and equity, diversity, and inclusion.
Practice excellence
Advance design and professional excellence and equity within the architectural community, through supporting a diverse range of models of architectural practice and design.
Help the architectural community, including students and interns, improve the quality of design and their practice by:
• Exploring a wide range of new practice models
• Remedying patterns of racial and gender inequality within the profession
• Expanding opportunities for public interest/pro bono design services
• Professional development
The BSA/AIA is committed to professional development for our members, advocacy on behalf of great design, and sharing an appreciation for the built environment with the public at large. Established in 1867, the BSA/AIA today has nearly 4,500 members and offers unparalleled programs, services, and publications that foster innovation, equity, economic vitality, and resiliency throughout New England, North America, and the world.
The BSA Foundation, a 501(c)(3) public charity, has a mission to build a better Boston by engaging communities, inspiring vision, and provoking positive change. The BSA Foundation’s vision is that by 2030 Boston is a model of a resilient, equitable, and architecturally vibrant city and region. The BSA Foundation was established by BSA/AIA in 1971 as the public service sister organization to the BSA/AIA. Since 2014 the BSA Foundation has served over 100,000 people.
BSA Space is Boston’s center for architecture and design and is home to the BSA/AIA and BSA Foundation. We host public and professional exhibitions. Visitors are invited to view their world differently, imagine new possibilities for improving their community, and learn achievable and remarkable ways to do it. BSA Space opened in 2012 and is free and open to the public.
www.architects.org
Strategic Planning Process Map 2018
STRATEGIC GOAL #1BACKGROUND:About the Boston Society of Architects/AIA (BSA/AIA),
the BSA Foundation, and BSA Space.
PRIORITIES
PRIORITIES
Improve the quality of building construction through collaboration and thought leadership in the AEC industry.
STRATEGIC GOAL #2 STRATEGIC GOAL #3
Engage the widest possible public to broaden the understanding of the value of design and its role in creating a vibrant and just city and region.
Public design engagement and
education
STRATEGIC GOAL #4
Work with professional and industry partners to promulgate and share best practices that improve the quality of design and construction, by exploring and advancing:
• Encouraging innovative design approaches
• BIM and other new forms of information technology
• New methods of project delivery and development
• New methods of fabrication and assembly
PRIORITIES
With AIA Massachusetts, advocate for government programs, policies, regulations, and laws that advance BSA/AIA ethical standards and policy goals for:
• Design excellence
• Equity and inclusion
• Climate change/sustainability
• Resiliency/adaptation
• Housing
• City and regional planning
PRIORITIES
Work with the BSA Foundation to strengthen civic engagement activities that make the publc aware of efforts throughout the region to advance:
• Design excellence
• Equity and inclusion
• Climate change/sustainability
• Resiliency/adaptation
• Housing
• City and regional planning
PRIORITIES
Best practices and design quality: To combine the efforts of our members to promote the artistic, scientific, and administrative competence of the profession.
Goals and ethical standards of the profession: To forward the goals of the AIA and to urge adherence to its ethical standards.
Public design engage-ment and education: Engage the widest possible public to broaden the understanding of the value of design and its role in creating a vibrant city and region.
BSA/AIA + BSA FOUNDATION By 2030, Boston is a model of a resilient, equitable, and architecturally-vibrant city and region
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Design and building excellence
Public policy and advocacy
Practice excellence
• Massachusetts architects, interns, and firm employees
• Masssachusetts AE firms
• Massachusetts architectural students and teachers
• Massacchusetts architecture schools
• Executive Education
www.architects.org
Strategic Planning Process Map 2018
STRATEGIC GOAL #1
Partners to engage
PRIORITIES
STRATEGIC GOAL #2 STRATEGIC GOAL #3
Public design engagement and
education
STRATEGIC GOAL #4
• Same as Goal #1
• Professional groups: BSLA, ACEC
• Industry groups: ABC, USGBC, ULI, AGC NAIOP, GBREB
• State and city construction agencies: DSB, DCAM, MSBA, BPFD
Partners to engage
• Same as Goals #1 + #2
• BSA Foundation, AIA Massachusetts
• City, regional, and state agencies (e.g. Cities of Boston, CAmbridge, and Somerville; MAPC; Mass EEA, etc.)
• Nonprofits (e.g. Green Ribbon Commission, Boston HArbor Now, partners in Smart Growth Alliance, etc.)
Partners to engage
• Same as Goals, #1,#2,+ #3
• School children, parents, teachers
• Community partners
• General public
Partners to engage
• All BSA committees
• ABX, other educational programs
• ArchitectureBoston, Currents, website, social media
• Design Awards
• Social events
Tools
• BSA Advocacy committees
• Policy documents
• Lectures, symposia, forums
• Community projects, design workshops/charrettes
• ArchitectureBoston
• Gallery exhibitions in BSA Space
Tools
• KidsBuild!
• Community projects, design workshopscharrettes
• ArchitectureBoston
• Gallery exhibitions in BSA Space
• BSA + BSA Foundation sponsored lectures, symposia, forums
• Design Awards
Tools
• All BSA committees
• ABX, other educational programs
• ArchitectureBoston, Currents, website, social media
• Design Awards
• Social events
Tools
• BSA Affliliate membership
• Participation of affilates and non-BSA members in committees
• Attendance of affiliates and non-BSA members at ABX, other programs and events
Success metrics
• Participation in policy working groups with government agencies and nonprofits
• Development and dissemination of policy positions
• Advances in government policies and regulations
Success metrics
• Participation in KidsBuild!
• Number and effectiveness of community projects and workshops
• Circulation of ArchitectureBoston
• Attendance at gallery exhibitions, public
Success metrics
• BSA professional and associate membership
• Committee membership, participation, and events
• Attendance, revenues from ABX, and other programs
Success metrics
VISION:
By 2030, BSA/AIA architects will be leading professionals advancing design excellence; sustainable and resilient design; and equity, diversity, and inclusion.
MISSION: from our charter
Collegiality: To unite in fellowship the architects of the BSA/AIA territory.
Best practices and design quality: To combine the efforts of our members to promote the artistic, scientific, and administrative competence of the profession.
Goals and ethical standards of the profession: To forward the goals of the AIA and to urge adherence to its ethical standards.
Public design engagement and education: Engage the widest possible public to broaden the understanding of the value of design and its role in creating a vibrant city and region
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Finance Committee Eric Krauss - Chair Ted Touloukian AIA Kenneth Willis Laura Wernick FAIA Rick Dimino Joint BSA/BSA Foundation Strategic Cte Laura Wernick FAIA Kelly Sherman Eric Krauss Ted Touloukian AIA Jay Wickersham FAIA Jean Carroon FAIA Natasha Espada AIA Dan Perruzzi AIA Rebecca Berry AIA Education Programs Committee Kelly Sherman - Chair Peter Kuttner FAIA Eric Krauss Patrick McCafferty PE David Silverman AIA Community Resources Committee Meera Deean Anne-Marie Lubenau FAIA Bennet Heart Public Policy Committee Rick Dimino Laura Wernick FAIA Rickie Golden Richard Taylor Meera Deean Patrick McCafferty PE
BSA Space Exhibitions Committee Laura Wernick FAIA - Chair Ted Touloukian AIA Haril Pandya Peter Kuttner FAIA Governance Committee Bennet Heart - Chair Anne-Marie Lubenau FAIA Kelly Sherman Meera Deean Institutional Advancement Committee David Silverman AIA Patrick McCafferty PE Peter Kuttner FAIA Laura Wernick FAIA Rickie Golden Richard Taylor Haril Pandya FAIA Foundation Grants Committee Rickie Golden Ken Willis
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Faces of the BSA Staff
Polly Carpenter FAIA 20 Years Director of Public Programs
Ben Cohen 14 Years Managing Director, Finance
Billy Craig
9 Years
Managing Director, Operations
Michela Davola 2 Years Development Manager
Jenny Effron Policy Director
1 Year
Susan Green 5 Years Committee & Office Manager
Caitlin Hart
4 Years
Professional Program Manager
Brian Keefe 29 Years Sales Director
Li Lam 12 Years Senior Accountant
Kali Larsson 6 Years Continuing Education Coordinator
Abby Lindauer 7 Months Executive Administrator
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Faces of the BSA Staff
Fiona Luis 6 Years
ArchitectureBoston Editor
Victoria McKay
2 Years
Managing Director of Advancement
Paige McWhorter
5 Years
Exhibitions and Comm. Manager
Rachel Reid 5 Years Member Engagement Manager
Maria Salvatierra 6 Years Senior Marketing + Comm. Manager
Zara yost Facilities + Visitor Services Manager
Erika Shea 14 Years Database Manager
Pamela de Oliveira-Smith 13 Years Managing Director of Communications
Michael Whelan 2 Years Production Artist
Eric White 13 Years Executive Director
Average- 7.5 Years Median- 6 Years
3 Months
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Office Operations
Managing Director of Finance Ben Cohen
Senior Accountant Li Lam
BSA Members
BSA / BSA Foundation 2019 Organizational Chart BSA Foundation Board
BSA Board
BSA Foundation Executive Committee
BSA Executive Committee
Public Program Director Polly Carpenter FAIA
Community Director
Executive Director Eric White
Executive Administrator Abby Lindauer Policy Director Jennifer Effron
Operations Communications Institutional Advancement
Managing Director of Operations Billy Craig
Managing Director of Communications Pamela de Oliveira-Smith
Managing Director of Advancement Victoria McKay
Committee Engagement & Technology Manager Susan Green
Senior Marketing & Communications Manager Maria Salvatierra
Database Manager Erika Shea
Professional Programs Manager Caitlin Hart Member Engagement Manager Rachel Reid Sales Director Brian Keefe
Production Artist Michael Whelan Continuing Education Coordinator Kali Larsson Facilities & Visitor Services Manager
ArchitectureBoston Editor Fiona Luis Exhibitions & Comm. Manager Paige McWhorter
Gallery Attendants
Development Manager Michela Davola
Zara Yost
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