Design Museum Boston Inc.

Design Museum Boston Inc. General Information 15 Channel Center Street #211 Boston, MA 221 3424 (617) 613664 Website www.designmuseumboston.org Organization Contact Sam Aquillano sam@designmuseumfoundation.org Year of Incorporation 29 1

Statements & Search Criteria Mission Statement We bring the transformative power of design everywhere, to inspire a world full of creative problem solvers by producing inspiring exhibitions and events, educating everyone from kids to CEOs in design thinking, and transforming cities and communities through innovative public demonstration projects. Background Statement At Design Museum Boston we believe design can change the world. Done well, it can elevate our quality of life, make business more competitive, and protect ur environment. Design awareness, education, and expertise are more important now than ever before as design continues to impact communities, organizations, and markets around the world. We're redefining what it means to be a museum in the 21st century we are online, nomadic, and accessible to all through a collection of exhibitions, events, and content. Design is everywhere. So are we. The idea for Design Museum Boston was formed in March 28 when founders, Sam Aquillano and Derek Cascio both young Boston design leaders realized that the public was barely aware of the world-class design work being produced in the Greater Boston Area. Aquillano was an industrial designer at Bose Corporation, Cascio a designer at Philips both taught design at Wentworth Institute of Technology and chaired the Boston chapter of the Industrial Designers Society of America. They talked about establishing a museum where visitors could see exhibitions and events featuring local design thought leadership. The museum was incorporated in August 29, during one of the worst economic recessions in history. Despite their best efforts and access to a broad network, the team was unable to secure funds or lease space. That s when they began noticing vacant retail spaces and other underutilized public space. One evening they mapped out their novel solution on the back of a empty pizza box, they would establish a pop-up, nomadic museum utilizing all the empty real estate they found around the city for exhibitions, events, and workshops. 'Design is everywhere. So are we. became a mantra the parallel between design s ubiquity and the museum moving around the city providing the basis for the launch of a totally new type of museum. The all-volunteer team launched their first exhibition at Boston City Hall in December 21 and received a National Endowment for the Arts Our Town Grant in 211 to explore placemaking strategies in Boston s Innovation District. In 212, Design Museum Boston was accepted into MassChallenge, the world s largest startup accelerator. And in 213, Founder, Sam Aquillano was a featured speaker at TEDxBoston. 2

Impact Statement In the last year, we launched our latest public exhibition: Extraordinary Playscapes. Three years in the making, it s about design and the importance of outdoor play featuring 4 case studies of amazing playgrounds from around the world. There s a historic timeline as well as scientific studies connecting outdoor play to physical, mental, social, and creative health. We ve installed 2 new playscapes in Boston, (City Hall Plaza and Greenway) both of which have engaged their respective communities. We ve installed our Beacons at 4 playgrounds: Charlestown, Cambridge, Back Bay, and Mattapan. We ve produced thought leadership events and kid-focused design workshops. The whole program is linked by a print and online publication: the Playground Passport. We ve grown our organizational capacity by bringing on an Associate Director and an Executive Assistant We ve realized exciting growth of our Board of Directors and Advisory Council. Our board has grown from 5 members to 9, and our Advisory Council now has 12 active members. Over the past year we ve been able to accrue a very modest cash reserve of $2,. It s a small, but important, start to our work to achieve financial stability. In our current year our strategic priorities include: (1) Grow our operating reserve so we can take calculated risks towards our goals. Starting an individual donor program is a key element of this priority and we re kicking off this program this year. (2) Produce programming around design & play, including thought leadership events and kid-focused workshops. We ll also launch our Urban Innovation Program with a 3-day urban design festival, which will lead to tactical urbanism installations around Boston.We ll also continue to produce monthly events on design impact. (3) Raise our national profile through content development, storytelling, and media by channeling our design impact-focused content into finished media products like our new website, forthcoming magazine, and podcasts. Needs Statement Design Museum Boston s 5 most pressing needs include: We need to increase our support staff to unburden senior staff so that they may focus on strategy and development. Staff needs include: Marketing Associate ($35k), Graphic Designer ($32k), Membership Coordinator ($4k), and Exhibition Producer ($4k). We need to fully fund our Urban Innovation Program, a multi-year program to demonstrate how design can impact the urban environment and increase livability. Follow our 3-day Urban Innovation Festival we ll have 1 tactical urbanism project that can be built and installed around the city. ($1k) We need office space ($2k/year) and dedicated exhibition fabrication space ($15k/year) We need to launch an individual donor strategy so far we re self-implementing a strategy, we d be more successful if we could bring on the fundraising consulting group we ve identified. ($25k) We need to develop long-term financial sustainability by growing our cash reserve from $2k to $12k, so we can undertake calculated risk and grow our impact. ($1k) 3

CEO/Executive Director Statement I started the museum because I saw a gap between design impact and design awareness. Design impacts everything we see and do every second of every day. Before I launched the museum I was working as a corporate industrial designer at Bose, I was teaching design at Wentworth Institute of Technology and Massachusetts College of Art & Design, and running the local chapter of the Industrial Designers Society of America in every aspect I was evangelizing the power of design as a process to tackle our toughest challenges. I ve always believed design is the process that unlocks human creativity. A core problem with design is that despite being a near-universal way of thinking we all identify as creative as children design tends to be very inaccessible, relegated to experts and academics. I sought to create an institution that makes design accessible to all, where everyone can actively take part in addressing difficult problems that effect our society, economy, and environment. You don t need to be a designer to participate in Design Museum Boston, you just need to be human. I truly believe that good, human-centered design can change the world. Design Museum Boston is a new kind of museum an action-based museum that celebrates great design and inspires thousands to be active creative problem solvers. Being a nomadic, multi-site museum allows us to reach audiences that traditional museums cannot and aligns us with the fact that design is everywhere. Sam Aquillano, Founder & Executive Director Service Categories Art Museums Arts & Culture Geographic Areas Served Please review online profile for full list of selected areas served. 4

Programs Extraordinary Playscapes Description Extraordinary Playscapes is a public exhibition program about design and the importance of outdoor play featuring 4 case studies of amazing playgrounds from around the world. There s a historic timeline as well as scientific studies connecting outdoor play to physical, mental, social, and creative health. We ve installed 2 new playscapes in Boston, (City Hall Plaza and Greenway) both of which have engaged their respective communities. We ve installed our Beacons at 4 playgrounds: Charlestown, Cambridge, Back Bay, and Mattapan. We ve produced thought leadership events and kid-focused design workshops. The whole program is linked by a print and online publication: the Playground Passport. Budget 2 Category Population Served Program Short Term Success Program Long term Success Arts, Culture & Humanities, General/Other Museums Families, K-12 (5-19 years), Adults The short-term goals of Extraordinary Playscapes are to drive traffic to the exhibition, thought leadership events, and kidsfocused workshops as well as to local parks. We hope the exhibition gets people out of the house and exploring the city in playful ways. The long-term goals of Extraordinary Playscapes are to increase awareness of the importance of play in childhood development and improve the design of, and access to, outdoor play environments. We also aim to catalyze real social change. About 1 out of 3 America children and adolescents are considered to be overweight or obese, and only 1 in 4 adolescents get at least 6 minutes of outdoor active play per day. Lack of outdoor play including lack of access to well-designed outdoor playspaces is also linked to increased mental illness and drops in creativity and executive function. If Extraordinary Playscapes is successful we can improve physical, mental, social, and creative health in children (and adults). 5

Program Success Monitored By Examples of Program Success Because the nature of the impact we re attempting to create is complex and long-term, we measure short-term success by monitoring the merits of the key messages behind our exhibitions, events, workshops, and demonstration projects. We measure attendance as well as Net Promoter Score: We use a threequestion survey that took respondents less than five minutes: (1) "On a scale of to 1 with 1 being extremely likely, how likely are you to recommend our company to a friend or colleague? (2) Why did you give us that score? (3) What can we do to earn a 1? Scores of "9" and "1" are recognized as "promoters." Scores of "7" or "8" are recognized as "passives." Scores of "6" or lower are "detractors." The percent of responders that are "detractors" are subtracted from the percent of responders that are "promoters." The result is the net promoter score. Over 3, people have attended the Extraordinary Playscapes exhibition in the first month. Our thought leadership events have reached 4 attendees, and our kid-focused design workshops have inspired 8 children so far. Our average Net Promoter Score for Extraordinary Playscapes is 46. One example of program success that goes beyond the data around attendance and net promoter score is the fact that one of our collaborators, the Rose Kennedy Greenway Conservancy, has hired a full-time Play Coordinator to bring more playful programming to the Greenway and engage kids and families in play. 6

UNITE Description A quarterly event series offering designers and non-designers alike an opportunity to connect and learn about each other. Held at a unique locations throughout the city and beyond, UNITE events create an environment for sharing experiences and building new relationships centralized around design and its impact on our lives. UNITE events are open to all with the audience ranging from people in their 2s to those in their 6s and above. We strive to reach as broad a cross section of the population as we can. We achieve this by partnering with nondesign organizations for each event. This helps to ensure the we attract people outside of the design community. Each event is based on a uniting theme and interesting design intersections, such as entrepreneurship, placemaking, or manufacturing. The event kicks off with a discussion between thought leaders on different sides of the intersection and finishes with Q&A from the audience. Budget 3 Category Arts, Culture & Humanities, General/Other Museums Population Served Adults,, Program Short Term Success Program Long term Success Program Success Monitored By Examples of Program Success The short-term goal of UNITE is to drive attendance to the quarterly events so we can impact a broad audience through access to innovative thought leaders. The long-term goal of UNITE is to inspire impactful change through creative problem solving. If we re successful more people will collaborate with a diverse group of people to solve complex problems using design thinking. Because the nature of the impact we re attempting to create is complex and long-term, we measure short-term success by monitoring the merits of the key messages behind our exhibitions, events, workshops, and demonstration projects. We measure attendance as well as Net Promoter Score: We use a threequestion survey that took respondents less than five minutes: (1) "On a scale of to 1 with 1 being extremely likely, how likely are you to recommend our company to a friend or colleague? (2) Why did you give us that score? (3) What can we do to earn a 1? Scores of "9" and "1" are recognized as "promoters." Scores of "7" or "8" are recognized as "passives." Scores of "6" or lower are "detractors." The percent of responders that are "detractors" are subtracted from the percent of responders that are "promoters." The result is the net promoter score. We average 11 person attendance per UNITE event and the average net promoter score is 63. 7

Urban Innovation Program Description The Urban Innovation Program is a multi-year, multi-faceted public program to demonstrate that design can improve and transform the livability of the built environment. It s a placemaking initiative focused on the area below the Interstate-93 overpass, but will also generate ideas to improve the areas below and around highways around the world. Situated between Boston s Chinatown, South Boston, Dorchester, and South End neighborhoods, the overpass divides the neighborhoods and creates a dark, underutilized space in what should be the heart of Boston s artistic and innovation core. Budget 25 Category Population Served Program Short Term Success Program Long term Success Program Success Monitored By Examples of Program Success Arts, Culture & Humanities, General/Other Museums Adults, Adolescents Only (13-19 years), General/Unspecified The short-term goal of the Urban Innovation Program is to drive participation in our public demonstration projects and events in order to increase awareness and take collective action to improve the urban environment. The long-term goal of the Urban Innovation Program is to improve the livability under and around the I-93 overpass near Boston s South End neighborhood including improving public safety, wayfinding, lighting, and more. Because the nature of the impact we re attempting to create is complex and long-term, we measure short-term success by monitoring the merits of the key messages behind our exhibitions, events, workshops, and demonstration projects. We measure attendance as well as Net Promoter Score: We use a threequestion survey that took respondents less than five minutes: (1) "On a scale of to 1 with 1 being extremely likely, how likely are you to recommend our company to a friend or colleague? (2) Why did you give us that score? (3) What can we do to earn a 1? Scores of "9" and "1" are recognized as "promoters." Scores of "7" or "8" are recognized as "passives." Scores of "6" or lower are "detractors." The percent of responders that are "detractors" are subtracted from the percent of responders that are "promoters." The result is the net promoter score. Over 1 people have attended Urban Innovation Program events. We re about to launch our Urban Innovation Festival in July 216, a 3-day event in which 1 teams of 6 innovators will tackle urban challenges in real time. We ll measure attendance at the Festival and net promoter score. 8

Management CEO/Executive Director Executive Director Mr. Sam Aquillano Term Start Aug 29 Email sam@designmuseumboston.org Experience Sam Aquillano earned a BFA in Industrial Design from Rochester Institute of Technology and went on to design consumer electronics at Bose Corporation, as well as to teach design at Wentworth Institute of Technology, MassArt, and Babson College where he earned his MBA. With a passion for design, creativity, and learning, Sam creates a long-term vision for the museum and leads a dedicated team while managing key programs and directing strategic operations. Senior Staff Ms. Elizabeth Pawlak Title Experience/Biography Associate Director Liz Pawlak came to Design Museum Boston with a passional for design. She was formerly an architectural designer at Payette Associates, where she also chaired the Young Designers Core, producing programming for young architecture leaders. She holds a degree in Architecture from Syracuse University. At Design Museum Boston Liz manages Boston programmatic development and fundraising. Staff Information Full Time Staff Part Time Staff Volunteers Contractors Retention Rate 7 4 1% Staff Demographics - Ethnicity African American/Black Asian American/Pacific Islander Caucasian 7 Hispanic/Latino Native American/American Indian Other 9

Staff Demographics - Gender Male Female Unspecified 1 6 Formal Evaluations CEO Formal Evaluation CEO/Executive Formal Evaluation Frequency Senior Management Formal Evaluation Senior Management Formal Evaluation Frequency NonManagement Formal Evaluation Non Management Formal Evaluation Frequency Annually Semi-Annually Semi-Annually Plans & Policies Organization has a Fundraising Plan? Organization has a Strategic Plan? Organization Policy and Procedures Nondiscrimination Policy Whistleblower Policy Directors and Officers Insurance Policy Is your organization licensed by the Government? Under Development Under Development Under Development Under Development No 1

Board & Governance Board Chair Board Chair Mr. David Silverman Company Affiliation Silverman Trykowski Associates Term Sept 213 to Aug 216 Email dsilverman@sta-design.com Board Members Name Affiliation Status Ms. Debora Aldrich DandA Company Voting Ms. Dawn Barrett Mass. College of Art and Design Voting Mr. Scott Englander Longwood Energy Group LLC Voting Ms. Zeina Grinnell Mass Ave Properties Voting Ms. Lauren Jezienicki The Bozzuto Group Voting Ms. Elizabeth Lowrey Elkus Manfredi Voting Mr. Jeff Monahan Proper Villains Voting Mr. David Morgan NH Association for the Blind Voting Mr. David Silverman Silverman Trykowski Associates Voting Board Demographics - Ethnicity African American/Black Asian American/Pacific Islander Caucasian 9 Hispanic/Latino Native American/American Indian Other Board Demographics - Gender Male Female Unspecified 4 5 Board Information Board Term Lengths Board Term Limits Number of Full Board Meetings Annually 3 2 4 11

Written Board Selection Criteria? Written Conflict of Interest Policy? Percentage Making Monetary Contributions Constituency Includes Client Representation Under Development 1% Additional Board Members and Affiliations Name Ms. Meghan Allen Mr. Philip Barash Mr. Derek Cascio Mr. Marc D'Amore Mr. Caleb Dean Ms. Lisa Gralneck Ms. Elizabeth Gross Ms. Emily Rawitsch Mr. Dieter Reuther Mr. Aaron Scott Ms. Asha Srikantiah Ms. Bindi Tuli Affiliation FCi Sasaki Hasbro Heart Owl, Fox, & Dean MOO Bank of America Invaluable Cast Collective Your Brand Week Fidelity Robin Hood Associates 12

Impact Goals Capabilities Progress 13

Financials Fiscal Year Fiscal Year Start Jan 1, 216 Fiscal Year End Dec 31, 216 Projected Revenue $49,. Projected Expenses $475,. Endowment? No Credit Line? No Reserve Fund? Months Reserve Fund Covers 1 Detailed Financials Revenue and Expenses Fiscal Year 214 213 212 Total Revenue $384,427 $3,963 $82,738 Total Expenses $41,257 $243,144 $67,295 Revenue Sources Fiscal Year 214 213 212 Foundation and Corporation -- -- -- Contributions Government Contributions $ $ $ Federal -- -- -- State -- -- -- Local -- -- -- Unspecified -- -- -- Individual Contributions $98,42 $157,296 $82,738 Indirect Public Support -- -- -- Earned Revenue $193,762 $143,165 -- Investment Income, Net of Losses -- -- -- Membership Dues $89,467 -- -- Special Events $2,778 -- -- Revenue In-Kind -- -- -- Other -- $3,963 -- 14

Expense Allocation Fiscal Year 214 213 212 Program Expense $274,329 $87,758 $21,68 Administration Expense $16,671 $125,586 $45,615 Fundraising Expense $2,257 $29,8 -- Payments to Affiliates -- -- -- Total Revenue/Total Expenses.96 1.24 1.23 Program Expense/Total Expenses 68% 36% 32% Fundraising Expense/Contributed Revenue 2% 19% % Assets and Liabilities Fiscal Year 214 213 212 Total Assets $72,498 $81,49 $17,365 Current Assets $4,298 $62,345 $6,318 Long-Term Liabilities $ $ $ Current Liabilities $61,512 $3,316 $ Total Net Assets $1,986 $78,174 $17,365 Short Term Solvency Fiscal Year 214 213 212 Current Ratio: Current Assets/Current Liabilities.66 18.8 -- Long Term Solvency Fiscal Year 214 213 212 Long-Term Liabilities/Total Assets % % % Top Funding Sources Fiscal Year 214 213 212 Top Funding Source & Dollar Amount -- -- -- Second Highest Funding Source & Dollar -- -- -- Amount Third Highest Funding Source & Dollar Amount -- -- -- Capital Campaign Currently in a Capital Campaign? No Comments Foundation Staff Comments Financial summary data in charts and graphs are per the organization's IRS Form 99s. Contributions from foundations and corporations are listed under individuals when the breakout was not available. Created 12.2.217. Copyright 217 The Boston Foundation 15