2012 11 07 pre incubator workshop
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2012 11 07 pre incubator workshop Presentation Transcript

  • 1. NobleMotion DancePre-Incubator Class of 2013 Capacity Building Initiative Pre-Incubator Program
  • 2. Houston Blues MuseumPre-Incubator Class of 2013 To invest, impact, and inform the administrative capacity of arts organizations toward artistic excellence.
  • 3. INVESTProvide specialized support towards an organization’s infrastructure. FINANCIAL BOARD RESOURCES GOVERNANCE ADMINISTRATIVE STAFF SYSTEMS MANAGEMENT
  • 4. Sustainability Accelerator Incubator Pre-Incubator
  • 5. Nonprofit Lifecycles: Stage-Based Wisdom for NonProfit Capacity Dr. Susan Kenny Stevens
  • 6. Important Dates• Part 1: Letter of Inquiry & Business Model Template – Deadline Friday, November 30, 2012 (5:00 p.m. - not a postmark deadline)• Part 2: Invitation for Full Application: – Invitations by Friday, December 7, 2012 – Deadline Friday, December 21, 2012 (5:00 p.m. - not a postmark deadline)• Participants Announced January 2013• Pre-Incubator Program Begins: – February 1, 2013 through January 31, 2014 BooTown Pre-Incubator Class of 2013
  • 7. General Eligibility• primary mission is the production or presentation of arts and cultural programming.• annual cash revenues (not including any HAA grants) are between $10,000 and $75,000.• IRS tax-exempt status must have been granted at least one year prior to the grant application deadline.• produced or presented arts or cultural programming open to the general public for at least one year prior to the grant application deadline. Cover photo by Gabriella Nissen• Individual artists who are structured through a local or national fiscal sponsorship at the time of deadline are eligible to apply. Stark Naked Theatre Company Pre-Incubator Class of 2013
  • 8. Tips on Letter of Inquiry• Use your organization letterhead• List your board of directors (on margin)• No more than 2 pages total• Be succinct with your narrative regarding: 1. the organization, its mission and accomplishments; 2. specific challenges it is facing and its artistic goals and organizational infrastructure over the next 12 months; and 3. how the Pre-Incubator Program will help you achieve those goals. Korean American Society of Houston Pre-Incubator Class of 2013
  • 9. Tips on Business Model Template• Mission: Keep it succinct. If you can say it in one breathe, you have a mission statement.• Market: Describe the who. Attendance records, age, zip code, etc.? Narrow the field. Do not make a broad statement (i.e. all of Houston).• Programs: Describe the what. Identify programs created within last 12 months. Be brief & elaborate more in LOI. If possible, include est. # of attendees per program.• Revenue: Distinguish contributions from program revenue.• Expenses: Should be aligned with Programs within last 12 months.• Outreach: Describe the how. Is it through advertising, collateral distribution, cross marketing, email marketing, snail mailing lists, newsletters, press releases, event marketing, radio interviews, print publications, social media, website, etc.?• Other: Stay within the allotted 1 page format! Make it short & sweet. Elaborate in the LOI.
  • 10. Program Participation Program Begins February 1, 2013 Six Month Review: February 2012 – July 2013 Strengthen governance, management, financial 180 days resources, and admin systems. 30+ action itemsPanel Review for Capacity Funds August 2013 Capacity Fund Award October 2013 Notifications Focus on marketing & HAA October 2013 – funding January 2014 Program Ends January 31, 2014 WindSync Pre-Incubator Class of 2013
  • 11. Pre-Incubator Benefits Pre- Incubator Capacity Management Funding Services (up to $7.5K)• Organizational Assessment Administrative Expenses: rental fees, administrative salaries, financial• Attend12 Monthly Incubator Meetings management systems, website development, on Governance, Financial Resources, strategic consultancy, etc. Management, & Marketing Program Expenses:• Access to Incubator Organizational artistic fees, production expenses, marketing & Learning Database public relations expenses, etc.
  • 12. Capacity Building Grant• High performing Participants are funded (Year 1 = 6 awards out of 11 Participants)• Unrestricted grant award up to $7,500• Grant is distributed in 2 installments: – 80% by October 2013 upon signed agreement – 20% by early Spring 2014 pending Final report Approval Mildred’s Umbrella Theater Company Pre-Incubator Class of 2013
  • 13. Nonprofit Lifecycles: Stage-Based Wisdom for NonProfit Capacity Dr. Susan Kenny Stevens
  • 14. The Initiative at-a-glance PROGRAM: Pre-Incubator Incubator Accelerator Sustainability Develop orgs from Incubate orgs from Accelerate orgs from Sustain mature orgs through Goal idea to start-up start-up to growth growth to maturity decline & turnaroundPartnership Term 12 months 36 months 12 months 12 months Limited awards of $15,000/year Up to Up to Investment $5000 - $7500 for three years $10,000 - $20,000 $20,000 Client residency, Caapcity funding for Capacity funding for Management services & management multiyear strategic Services capacity funding services, & capacity planning or multiyear strategic planning or implementation funding implementationClient budget size $10K - $75K $75K - $200K $100K - $750K $750K+ Client staff size 0 – 1 FTE 0.5 – 2 FTE 2 – 4 FTE Staff > 3 FTE(Full Time Equivalent) Class of 2013 Class of 2013 Class of 2012 Art Cars of Houston Brazilian Arts Hope Stone Inc. Class of 2012 Aperio Foundation HITS Theatre BooTown Class of 2013 The Back Porch Players Classical Theatre Aurora Picture Show MECA 26 Houston Blues Museum Company KASH Buffalo Soldiers Class of 2013 Current Lone Star Lyric Theatre Festival Dance Source National Museum Mercury Participants Mildred’s Umbrella Houston NobleMotion Dance FrenetiCore The Rothko Chapel Stark Naked Theatre Company Freneticore Musiqa Inc. WindSync InterActive Theatre River Oaks Chamber Company Orchestra Accepting new November 30, 2012 May 2013 May 2013 May 2013 Applications
  • 15. participant profile
  • 16. Participant Profile:“The mission of NobleMotion Dance is to make work that is emotionally daring andhonest; inspires discourse and understanding amongst diverse communities; andintegrates dance, theater, and technology in unique ways.” • Incorporated in 2009 • 2011 operating budget = $20,000 • Main challenge NMD faces is raising enough funds to keep up with the company’s growing artistic demands: • Increase pay for NMD dancers • Expand the board of NMD • Increase organizational support by compensating staff • Increase visibility through marketing of NMD’s performances & services • Move NMD performances to a larger venue Enters the Pre-Incubator Program on Feb 2012
  • 17. Participant Profile:$70,000 Through Pre-Incubator:$60,000 “… [it] has served as a crash course on how to manage a non-profit arts organization. This invaluable experience has introduced us to new accounting, management and$50,000 fundraising practices that have transformed the way we operate as a functioning$40,000 organization.” - Andy Noble, Executive Director$30,000$20,000$10,000 $- 2010 2011 2012 2013 2014 Total Revenues (TR) Total Expenses (TE) Earned Income Linear (Total Revenues (TR)) Linear (Total Expenses (TE)) Linear (Earned Income) Source: Unaudited financial statements 2011 – 2012 & projected budget submitted by Participant through Pre-Incubator Program.
  • 18. Arts Project Grant (APG) $2,500 HAA IMPACT Pre-Incubator Grant: Towards program related expenses $7,500 and staff management$70,000$60,000$50,000$40,000$30,000$20,000$10,000 $- 2010 2011 2012 2013 2014 Total Revenues (TR) Total Expenses (TE) Earned Income Linear (Total Revenues (TR)) Linear (Total Expenses (TE)) Linear (Earned Income) Source: Unaudited financial statements 2011 – 2012 & projected budget submitted by Participant through Pre-Incubator Program.
  • 19. Incubator Class of 2013 Current Incubator profile: • 4 to 11 years in existence • $100K to $300K budgets • 1.5 to 2.5 staff members From left to right: JJ Johnston (Classical Theatre Company), Angela Foster (InterActive Theatre Company), Rebecca French (FrentiCore), Mollie Miller (Dance Source Houston/ FrentiCore), Mauricio Campos (Brazilian Arts Foundation), Stephanie Wong (Dance Source Houston)
  • 20. participant profile
  • 21. Participant Profile:“CTC is dedicated to boldly re-envisioning classical drama on stage, in the community,and in the classroom through engaging and enlightening plays – brining them new lifeand relevance while maintaining the integrity that the works deserve.”- Mission Statement • Founded in 2007 • 1st Year operating budget = $8,000 • 2 full productions in the Inaugural season • Office space in board members home • 4 founding board members • 1 volunteer unpaid Executive Artistic Director Enters the Arts Incubator Program on Sept 2010
  • 22. Participant Profile: From 2008 to 2012:$350,000 • 10 full productions totaling 118 performances$300,000 • 2400% budget growth ($8,000 to $200,000)$250,000 • New performance venue - Studio 101 • 12 CTC Board of Directors$200,000 • 3 Full Time Paid Staff$150,000$100,000 $50,000 $- 2014 2007 2008 2009 2010 2011 2012 2013 Total Revenues (TR) Total Expenses (TE) Ending Net Assets Earned Income (EI) Ending Cash Balances Linear (Total Revenues (TR)) Linear (Total Expenses (TE)) Source: IRS Form 990 from 2007 – 2011.
  • 23. Participant Profile: Organizational Budget Profile (2008-2012)$350,000$300,000 3 Year Incubator Program $45,000$250,000 HAA IMPACT APG GOS Arts Marketing Grants $42,900 BVA Program Patron Manager Arts Database$200,000$150,000$100,000 $50,000 $- 2014 2007 2008 2009 2010 2011 2012 2013 Total Revenues (TR) Total Expenses (TE) Ending Net Assets Earned Income (EI) Ending Cash Balances Linear (Total Revenues (TR)) Linear (Total Expenses (TE)) Source: IRS Form 990 from 2007 – 2011.
  • 24. Participant Profile: Organizational Budget Profile (2008-2012)$350,000 “Without question, one of our most supportive funders has been the$300,000 Houston Arts Alliance. Whether it is through Project Grants,$250,000 HAA IMPACT General Operating Support grants or the CBI programs, CTC would certainly not be where it is today without the support of HAA.” – JJ Johnston, Executive Artistic Director$200,000$150,000$100,000 $50,000 $- 2014 2007 2008 2009 2010 2011 2012 2013 Total Revenues (TR) Total Expenses (TE) Ending Net Assets Earned Income (EI) Ending Cash Balances Linear (Total Revenues (TR)) Linear (Total Expenses (TE)) Source: IRS Form 990 from 2007 – 2011.
  • 25. participant profile
  • 26. Participant Profile: “Mercury servesFinancial History Profile (2003 – 2011)power of music, the community by celebrating the Baroque and beyond, teaching sharing and performing with passion, $1,200,000Total Revenues(TR) intimacy, and excellence.” $1,000,000Total Expenses(TE) $800,000 •Ending Net AssetsFounded in 2000 $600,000 • Performed 3 public concerts 1st year $400,000 •Earned Income(EI) 3 founding members • $200,000Ending Cash Ensemble managed from home officeBalances (ECB) • 1st Year operating budget = $15,000 $- 2003 2004 2005 2006 2007 2008 2009 2010 2011 • Hired 1st PT Executive Director in 2005 Enters the Arts Incubator Program in 2003
  • 27. Participant Profile: $1,200,000 Total Revenues (TR) $1,000,000 Total Expenses (TE) $800,000 Ending Net Assets $600,000 $400,000 Earned Income (EI) $200,000 Ending Cash Balances (ECB) $- 2003 2004 2005 2006 2007 2008 2009 2010 2011Capacity Building Incubator Accelerator Accelerator Accelerator Accelerator Sustainability (‘03-’06) (2013) Investments (2005) (2007) (2009) (2011) • Part time • Part time • Part time • Earned Create a Executive Marketing Development Income Multi-Year Director Hire Director Hire Director Hire Generation Strategic Plan Source: IRS Form 990 from 2003– 2011.
  • 28. Participant Profile: $1,200,000 Total Revenues (TR) • 436% revenue growth in 7 years • $1,000,000 Total Expenses Performing over 50 concerts a season (TE) $800,000 • 27 board members Ending Net Assets $600,000 • 6 staff members (4 added through HAA’s $400,000 Capacity Building Initiative) Earned Income (EI) $200,000 Ending Cash Balances (ECB) $- 2003 2004 2005 2006 2007 2008 2009 2010 2011Capacity Building Incubator Accelerator Accelerator Accelerator Accelerator Sustainability (‘03-’06) (2005) (2007) (2009) (2011) Investments • Part time • Part time • Part time • Earned Executive Marketing Development Income Director Hire Director Hire Director Hire Generation Source: IRS Form 990 from 2003 – 2011.
  • 29. INFORMEnd of Grant Presentations | Learning Sessions | Workshops
  • 30. Capacity Building Initiative Business Grants Volunteers Program for the Arts strengthen our beneficiaries Arts Power2Give.org Database Program Patron Manager CRMPhoto courtesy of Voices Breaking BoundariesIncubator Class of 2011
  • 31. Questions? Please contact: Jerome VielmanPrograms & Services Manager Houston Arts Alliance 3201 Allen Parkway, Suite 250 Houston, Texas, 77019 Direct: 713.581.6122 Email: jerome@haatx.com www.houstonartsalliance.com