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Huntington Theatre Company Inc. Organization Name provided in the GuideStar Exchange* as of 09/17/2014: Huntington Theatre Company Inc.

Organization Name as listed in the IRS Business Master File as of 10/17/2014: HUNTINGTON THEATRE COMPANY INC

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Boston, MA
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GuideStar Summary

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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2013, 2013, and 2012 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

Huntington Theatre Company Inc. Organization Name provided in the GuideStar Exchange* as of 09/17/2014: Huntington Theatre Company Inc.

Organization Name as listed in the IRS Business Master File as of 10/17/2014: HUNTINGTON THEATRE COMPANY INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Physical Address: Boston, MA 02115 4606
EIN: 22-2659560
Web URL: www.huntingtontheatre.org 
NTEE Category: A Arts, Culture, and Humanities
A65 Theater
A Arts, Culture, and Humanities
A25 Arts Education/Schools
A Arts, Culture, and Humanities
A20 Arts, Cultural Organizations - Multipurpose
Ruling Year: 1986 


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Mission Statement

The Huntington Theatre Company engages, inspires, entertains and challenges and support the next generation of theatre artists; we provide arts education programs that promote life-long learning to a diverse community; we provide critical services in support of Boston's dynamic theatrical community; and we celebrate the essential power of the theatre to illuminate our common humanity.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

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Annual Revenue & Expenses

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Fiscal Year Starting: July 01, 2013
Fiscal Year Ending: June 30, 2014

Total Revenue --
Total Expenses --

Revenue & Expenses

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership

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Mr. Michael Maso

Term:

Since Oct 1982

Profile:

Michael Maso (Managing Director) has led the Huntington's administrative and financial operations since 1982, producing more than 160 plays in partnership with three artistic directors. He led the Huntington's ten-year drive to build the Stanford Calderwood Pavilion at the Boston Center for the Arts, which opened in September of 2004. In recognition of these efforts he was honored in 2004 by the Boston Herald as Theatre Man of the Year. He received the 2010 Theatre Hero Award from StageSource, the Greater Boston Theatre Alliance. From 1997 to 2005 Mr. Maso served as president of the League of Resident Theatres (LORT), an association of 70 of the country's major not-for-profit professional theatres. In 2005, he was named as one of a dozen members of the inaugural class of the Barr Fellows Program, and he received the 2005 Commonwealth Award, the state's highest arts honor, in the category of Catalyst. In 2000, Mr. Maso was honored with the Norton Prize for Sustained Excellence at Boston's Elliot Norton Awards. He has served as a member of the board of directors of Theatre Communications Group (TCG), the national service organization for not-for-profit theatre, and as a site visitor, panelist, and panel chairman for the National Endowment for the Arts. Mr. Maso is also a member of the board of directors of ArtsBoston. He previously served as chairman of the Cultural and Scientific Directors Group, as a member of Mayor Menino's Advisory Task Force for Cultural Planning, as a trustee of the Massachusetts Advocates for the Arts, Sciences, and Humanities (MAASH) and StageSource, as a member of the Boston Foundation's Cultural Task Force, and as Program Consultant for the Arts Leadership Initiative of Business Volunteers for the Arts. Prior to coming to the Huntington, Mr. Maso spent three seasons as the managing director of the Alabama Shakespeare Festival. He has also been the general manager of New York's Roundabout Theatre Company, business manager for PAF Playhouse on Long Island, and an independent arts management consultant based in Taos, New Mexico. Mr. Maso is an associate professor of theatre at Boston University.

Board Chair (GuideStar Exchange,
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GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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People information was last updated by the nonprofit in September 2014

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Programs

Program: World-Class Theatre Productions (GuideStar Exchange,
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Budget:
$14,397,807
Category:
Arts, Culture & Humanities, General/Other
Population Served:
Adults
Youth/Adolescents only (14 - 19 years)
Poor/Economically Disadvantaged, Indigent, General

Program Description:

The Huntington brings world-class theatre artists from Boston, Broadway, and beyond together with the most promising new talent to create eclectic seasons of exciting new works and classics made current. A national leader in the development of new plays, the Huntington has produced more than 100 New England, American, or world premieres to date. It supports local writers through its new playwright-in-residency and the Huntington Playwriting Fellows program, the cornerstone of its new work activities.

Program Long-Term Success:

The Huntington brings world-class theatre artists from Boston, Broadway, and beyond together with the most promising new talent to create eclectic seasons of exciting new works and classics made current. A national leader in the development of new plays, the Huntington has produced more than 100 New England, American, or world premieres to date. It supports local writers through its new playwright-in-residency and the Huntington Playwriting Fellows program, the cornerstone of its new work activities.

Program Short-Term Success:

The 2012-2013 season was a successful one for the Huntington Theatre Company, with powerful endorsements of our work on stage and in the community. The most significant recognition came at the Tony Awards. In June, the Huntington received the 2013 Tony Award for Regional Theatre for its 31 years of contributions to the American theatre. Shortly thereafter, the Huntington was named ""Best Theatre Company"" by Boston Magazine. THE 2012-2013 SEASON Good People by David Lindsay-Abaire—directed by Kate Whoriskey Now Or Later (U.S. Premiere) by Christopher Shinn - Directed by Michael Wilson Betrayal by Harold Pinter -Directed by Maria Aitken Our Town by Thornton Wilder - Directed by David Cromer Invisible Man adapted from the Ralph Ellison novel by Oren Jacoby - Directed by Christopher McElroen A Raisin in the Sun by Lorraine Hansberry - Directed by Liesl Tommy Ryan Landry's ""M"" (World Premiere) by Ryan Landry - Directed by Caitlin Lowans Rapture, Blister, Burn by Gina Gionfriddo - Directed by Peter DuBois The 2012-2013 season was a hit with audiences and critics alike, drawing a total audience of 129,819. At the 2013 Elliot Norton Awards, the Huntington received the following awards: Outstanding Production, Large Theater, Our TownOutstanding Actor, Large Theater, LeRoy McClain, A Raisin in the SunOutstanding Actress, Large Theater, Bianca Amato, Private Lives (presented as part of the Huntington's 2011-2012 season)At the 2013 Independent Reviewers of New England (IRNE) Awards, the Huntington had a similarly strong showing:Best New Play, Large Company, The Luck of the Irish by Kirsten Greenidge (presented as part of the Huntington's 2011-2012 season)Best Ensemble, Large Company, Ma Rainey's Black Bottom (presented as part of the Huntington's 2011-2012 season)Best Costume Design, Large Company, Clint Ramos, Ma Rainey's Black BottomBest Supporting Actor (Play), Large Company, Nael Nacer, Our TownBest Actor (Play), Large Company, Jason Bowen, Ma Rainey's Black BottomBest Director of a Play, Large Company, David Cromer, Our TownBest Play, Large Company, Our Town

Program Success Monitored by:

The production season's success will be measured by the artistic product and by audience attendance of over 125,000

Program Success Examples:

In the 2012-2013 Season, season attendance exceeded 129,000.

Program: Education and Community Programs (GuideStar Exchange,
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September 2014)

Budget:
$587,280
Category:
Arts, Culture & Humanities, General/Other
Population Served:
Youth/Adolescents only (14 - 19 years)
Poor/Economically Disadvantaged, Indigent, General
Other Named Groups

Program Description:

Through a diverse and impacting range of nationally renowned education and community programs, the Huntington serves 33,000 students and community members each year. These programs include: The Student Matinee Series, bringing more than 4,000 students from 65 schools to experience live theatre,The Codman Academy Charter Public School, teaching140 students a humanities curriculum based on the Huntington's professional season,Poetry Out Loud, coaching over 21,000 high school students statewide,The August Wilson Monologue Competition, drawing 500 students from 11 urban Boston schools,Access Initiatives, using ASL interpretation and audio description and other services to reduce barriers for over 3,500audience members, andCommunity Connections and Community Membership, offering over 4,000 low-income audience members free or dramatically reduced-cost tickets.

Program Long-Term Success:

Since 1982, the Huntington has integrated the education of young people, both as artists and as arts enthusiasts into its on-going mission of ensuring that its next generation of theatre audiences is more reflective of Boston's diversity. Our most successful initiatives bring traditionally underserved communities into our theatres or deliver on-site theatre arts education to classrooms with a breadth of reach or depth of engagement that satisfies at least one of the following goals: Provide students from throughout the Greater Boston area with a range of opportunities to attend Huntington productions, gain insight into the process of the theatre arts, and connect that study with broader academic goals; Utilize the arts to engage students in 21st century student outcomes (a blending of specific skills, content knowledge, expertise and literacies); Create vital support systems for teachers and school communities in four key areas (standards and assessments; curriculum and instruction; professional development; and learning environments); Remove all real and perceived social, financial and physical barriers to participation in a live theatre experience or theatre arts education program;Grow our programming footprint locally and statewide with over 33,000 participants each year, including 4,000 in our Student Matinee Series; 21,000 in our August Wilson Monologue classroom residency and Poetry Out Loud Competition; and 7,500 in our Access, Community Connections and Community Membership programs.

Program Short-Term Success:

SPECIFIC GOALS FOR EACH PROGRAM INCLUDE: Piloting Not Waiting On The World To Change, a new Anti-Bullying Initiative Align our Student Matinee Series to meet at least 16 of the Common Core academic standards for English Language Arts Creation of a ""best practices"" August Wilson Monologue Competition video Continue to grow Poetry Out Loud statewide, with the potential of adding a fifth semifinal location on the North Shore Introduce workshops for August Wilson and Poetry Out Loud school-level winners Engage an outside evaluator to assess the Huntington's impact at the Codman Academy Charter Public School and all the Huntington's education programs Refine internal reporting for Access Programing Increase participation in Community Connections and Community Membership to over 5,000 tickets during the 2013-2014 Season

Program Success Monitored by:

A primary goal of all of the Huntington's programs is to connect live theatre in the school and community environment to a full range of academic subjects. Its Education Department records the number of participating students, and when available their demography, for every school, with specific measures taken for each program such as the number of students in the Student Matinee Series that participate in a pre-performance visit with a Huntington Teaching Artist or the number of students in the August Wilson Monologue Competition that successful memorize and perform their text. Participants in all of our programs are urged to complete in-take and out-take surveys where learning and social skills can be measured. Process journals and video evaluation methods are also employed. In our more academic residencies, improvements in standard test scores such as the MCAS and Degrees of Reading Power exams are measured. Following every program year, the Huntington conducts an internal review of its programs' change capacity.

Program Success Examples:

Participation in the Education and Community programs grew from 30,655 in the 2011-2012 Season to 34,386 in the 2012-2013 Season. Highlights include: 6,314 students in our Student Matinee Series during the 2012-2013 Season, an increase of 1,914 from the previous year Codman Academy Charter Public School continued its success: MCAS English Language Arts Achievement scores 17 points above the Boston average,Graduates have a 100% college acceptance rate, A combined Student Growth Percentile (SGP) that is the 4th highest in Massachusetts August Wilson Monologue Competition grew to 500 students from 245 in 2011-2012 Poetry Out Loud's 71 participating schools were the 2nd highest and its 20,900 students was the 3rd highest in the country Access Programming, Community Connections, and Community Membership grew to 6,432 audience members in the 2012-2013 Season, an increase of 14% from the previous year

Program: Supporting the Local Performing Arts Community (GuideStar Exchange,
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September 2014)

Budget:
$800,000
Category:
Arts, Culture & Humanities, General/Other
Population Served:
Adults
Youth/Adolescents only (14 - 19 years)

Program Description:

The Huntington Theatre Company was instrumental in raising the funds for, designing, and building the Stanford J. Calderwood Pavilion at the Boston Center for the Arts. The Pavilion opened in 2004, and the Huntington operates the facility on behalf of all the organizations that use its performance spaces, rehearsal halls and meeting rooms. While there is a focus on performing arts, the Pavilion was also built to serve the community and be a local hub of cultural activity. The Pavilion's venues include the 370-seat Virginia Wimberly Theatre and the 220-seat Roberts Studio Theatre. There are also two large rehearsal halls that have evolved into smaller performance venues to meet the needs of smaller theatre companies whose works require a more intimate setting. Pavilion support operations include providing box office services, front-of-house management, online marketing and ticketing services through Boston Theatre Scene, and technical production support.

Program Long-Term Success:

Since the Calderwood Pavilion opened in 2004, there have been over 5,800 performances of more than 287 productions by over 40 performing groups for an audience of over 650,000 generating nearly $20,000,000 in ticket revenue for small performing arts organizations.

Program Short-Term Success:

In the 2012-2013 season the Calderwood Pavilion served 60 organizations of all types, 33 of them performing arts groups. The Huntington generated revenue of over $1,000,000 for over a dozen small performing arts organizations by selling over 44,000 tickets for their 25 productions.

Program Success Monitored by:

The Calderwood Pavilion operations are evaluated based on keeping the performance and meeting venues fully rented, on providing exceptional customer service to all who use the Pavilion, and on the audience numbers for the year.

Program Success Examples:

Since the Huntington opened and started managing the Calderwood Pavilion in 2004, it has deepened its leadership role in Boston's cultural community, promoting a vital arts presence in Boston's South End neighborhood and serving as a core resource for dozens of small to mid-size performing arts organizations that use the Calderwood Pavilion and the other theatres at the Boston Center for the Arts. The Huntington has helped some of Boston's best small theatre companies expand their artistic capacity and their audiences by providing subsidized rental fees, technical support, front-of-house staff, an increased web presence and live and on-line ticketing services.
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Impact Summary from the Nonprofit

2012-2013 The 2012-2013 Season was a successful one for the Huntington Theatre Company, with powerful endorsements of our work on stage and in the community. The most significant recognition came at the Tony Awards. In June, the Huntington received the 2013 Tony Award for Regional Theatre for its 31 years of contributions to the American theatre. Shortly thereafter, the Huntington was named ""Best Theatre Company"" by Boston Magazine. THE 2012-2013 SEASON Good Peopleby David Lindsay-Abaire—directed by Kate WhoriskeyNow Or Later(U.S. Premiere) by Christopher Shinn - Directed by Michael WilsonBetrayalby Harold Pinter -Directed by Maria AitkenOur Townby Thornton Wilder - Directed by David CromerInvisible Manadapted from the Ralph Ellison novel by Oren Jacoby - Directed by Christopher McElroenA Raisin in the Sunby Lorraine Hansberry - Directed by Liesl TommyRyan Landry's ""M""(World Premiere) by Ryan Landry - Directed by Caitlin LowansRapture, Blister, Burnby Gina Gionfriddo - Directed by Peter DuBois The 2012-2013 Season was a hit with audiences and critics alike, drawing a total audience of 129,819. At the 2013 Elliot Norton Awards, the Huntington received the following awards: Outstanding Production, Large Theater,Our TownOutstanding Actor, Large Theater, LeRoy McClain,A Raisin in the SunOutstanding Actress, Large Theater, Bianca Amato,Private Lives(presented as part of the Huntington's 2011-2012 season) The Huntington's Education and Community Programs reached over 33,000 students, community members, and organizations. For the fourth straight year, the Huntington's operations generated a surplus. 2013-2014 1. The 2013-2014 Season includes: The Jungle Book: From the imagination of Mary Zimmerman (Candide) comes a captivating song-and-dance-filled new musical chronicling young Mowgli's adventures growing up in the animal kingdom.The Power of Duff: A burnt-out local TV newscaster unexpectedly ends his broadcast one night with a prayer, sending both himself and his audience off in search of grace in this surprising new drama.The Cocktail Hour: When John interrupts his parents' pre-dinner cocktail to announce that he has written a play about them, the revelations and recriminations start to flow just as easily as the martinis in this heartfelt comedy about the ties that bind.Venus in Fur: Vanda has her eyes on the lead role inVenus in Fur, an adaptation of the classic erotic novel, but her charged audition for the director becomes an electrifying game of cat and mouse, that blurs the lines between fantasy and reality, seduction and power, and love and sex.The Seagull: Renowned Chekhov interpreters Kate Burton and Nicholas Martin reunite to capture the humor and pathos in Chekhov's masterpiece about love and missed connections.Becoming Cuba: In 1898 Cuba on the eve of the Spanish-American War, a spirited widow is torn between loyalty to country or to family in this stirring new play by Huntington playwright-in-residence Melinda Lopez (Sonia Flew).Smart People: Four Harvard intellectuals navigate the complexities of race, ambition and the human brain in this fiercely funny new play by Huntington Playwriting Fellow Lydia R. Diamond (Stick Fly).2. Education and Community Programs are anticipated to reachover 33,000 students, community members, and organizations. 3. The Huntington is planning for a fifth year in a row of operating with a balanced budget or small surplus.
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