Capacity Building Initiative 04/05/2012 Learning Sessions
To invest, inform, and impactthe administrative capacity of arts organizations toward artistic excellence.
Capacity Building Initiative Sustainability (Formerly the MODE Stabilization Program) Accelerator (Formerly the MODE Intensive Services Program) Incubator Pre-Incubator
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, Technical funding for Technical 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 ArtBridge Class of 2012 Aperio Foundation Houston Center for BooTown Aurora Picture Show Contemporary Craft The Back Porch Players Classical Theatre Houston Blues Museum Company Houston Center for Class of 2013 25 Horse Head Theatre Company Photography MECA Current Clients KASH Dance Source Lone Star Lyric Theatre Festival Houston Voices Breaking HITS Theatre Mildred’s Umbrella Boundaries NobleMotion Dance Freneticore Stark Naked Theatre Company Class of 2013 WindSync InterActive Theatre Hope Stone Inc. Company
Building a Culture of Learning Sustainability clients inform Accelerators as … Accelerator clients inform Incubators as … Incubator clients inform Pre-Incubators as … Pre-Incubators establish critical infrastructure.
Important Dates• Deadline to Apply with Required Support Materials: – Friday, May 25, 2012 5:00 P.M. – Not a postmark deadline• Timeline: – July 2012 - Panel Review – August 2012 – Award Notifications Sent – September 2012 – Program Orientation• Grant Period Term: – October 1, 2012 to September 30, 2012
Capacity Building Initiative Informational Workshop: Accelerator & Sustainability ProgramsThursday, April 26, 2012 | 12:00pm – 1:00pm | at Houston Arts Alliance Register now at: http://haacapacitybuilding.eventbrite.com 8
Use of Funds ISP Phase I (Strategic Plan) : To engage consultants and the creation of a long-term strategic plan. Process Outputs• A Leadership Team was assembled. • Refined Mission/Vision statements, core values, and organizational value proposition.• The Leadership Team reviewed consultants’proposals and made a determination of whom to • Specific and attainable goals were establishedcontract. and immediate progress was made in the areas of facility improvements, staff capacity, community• In bi-weekly meetings the Leadership Team was engagement, and technological optimization.guided by the consultant in reviewing materials,discussing values and objectives, as well as • Work Groups continue to provide a valuablebrainstorming ideas about CA’s present and future. entre for new stakeholders and assist in progressing various initiatives while providing• Specific workgroups further discussed various meaningful insight and connections.aspects of the organization. • A newly formed Teachers’ Leadership Council is• Ideas were distilled, evaluated against objectives, bolstering program quality and teacher/staffand prioritized as they were integrated into the relations.strategic plan. • CA Board and staff became better aligned in• A three-year plan was finalized and approved by their understanding of the organization andthe Board of Directors. keenly focused on shared goals with shared values.
Outcomes & Indicators ANTICIPATED ACTUAL INDICATORS SHORT TERM SHORT TERM (Indicators measure whether or not a program achieves its OUTCOMES OUTCOMES expected outcomes. ) (beginning of grant) (end of grant) Develop a business plan which ensures A sound value proposition and •20 more classes at elementary financial stability. thoughtful goals guides revenue schools in spring 2012 than in spring development and stakeholder 2011. engagement. •Host committee for new membership drive of over 50 people. • New CA Scene events will entice more participation, awareness, and revenue. Increase staff capacity to better New staff and adjusted roles and • A Program & Marketing Coordinator manage work load. responsibilities make best use or staff hired in the summer of 2011 has resources allowing CA to grow increased stakeholder communication programming in multiple new in all arenas and recruited additional directions. volunteers. •Program Director became a full time position encompassing curriculum development. •Short –term, project specific Contract positions created.
Outcomes & Indicators ANTICIPATED ACTUAL INDICATORS SHORT TERM SHORT TERM (Indicators measure whether or not a program achieves its OUTCOMES OUTCOMES expected outcomes. ) (beginning of grant) (end of grant) Technology use is optimized. Better hardware and software is • New software allows CA to combine increasing staff efficacy and improving event management, class registration, organizational functionality. database , and online marketing. •Donated computers and printers improve function of the office. •New staff increases utilization of social media drawing more stakeholders. Financial analysis will ensure best use Financial analysis yields real-time • Budgets and tuition costs move of resources and provide financial pricing and budget metrics. Financial toward reflecting actual expenditures. stability. procedures are documented. Cost • Staff and Board are aligned and savings measures are identified and planning for succession. acted upon. •Annual and monthly savings in vendor relationships are realized. •Fixed and variable expenses are better understood.
Outcomes• What is different now compared to the beginning of the grant term? – Procedures have been created, documented and utilized to ensure thorough systems are in place in all aspects of the organization. – Board and community have new opportunities to engage with CA. – Renewed vision aligns all communications and is infused into decision making at every level. – Staff and Board capacity is recognized as the keystone to realizing CA’s vision.• Are these changes that will last?
Org logo hereKeys to Success• List significant accomplishments and strides made throughout your grant – The Leadership Team and work groups were inclusive of Board, staff and community members. – The need for change and improvement was diplomatically discussed ensuring that the legacy and past efforts of the organization were not devalued. – Meeting facilitation allowed for unique view points and candid dialogue about the organization strengths and opportunities. – Strategic goals were based on shared values and objectives allowing them to be implementable.
Org logo hereLessons Learned• What were your course corrections? – The amount of time which staff and Board members needed to focus on strategic planning was underestimated. Timelines had to be adjusted to allow for other programmatic priorities as necessary. – Managing new initiatives along with existing work load is challenging without the staff and monetary resources needed. Thoughtful change management is needed to ensure continued staff buy-in as roles and responsibilities grow and change. – Consistent and clear communication of the details of the plan must be infused into all conversations to be sure all stakeholders are kept in the loop.
Org logo hereSummary of Future Plans• Three-year strategic initiatives will be distilled to specific and measurable yearly goals.• Additional resources will be sought to implement aspects of the plan enabling CA to be well equipped for growth.• Efforts to broaden our base and engage new stakeholders will focus on revenue development, programmatic collaborations, and building the Board of Directors.• A fund-development/ grant-writing position will be formed as budget allows.• A new community studio/office will be sought after and the resources needed to realize this dream will be evaluated.• Increased PR and Marketing efforts will be infused with powerful and consistent messaging to build our brand and leverage our value proposition.
Client:Insert photo 1 Grant Terms: 09/2005 – 08/2006 09/2007 – 08/2008 09/2009 – 08/2010 09/2010 – 08/2011 Contact: Deborah Lugo Executive Director email@example.com 713-533-0080 MercuryBaroque.org Accelerator Phase II
Use of FundsTo engage consultants and increase organization capacity through a hire of a new full time: 1) Executive Director 2) Marketing Director 3) Development Director Activities Activities1) Executive Director 2) Marketing DirectorMain Goal: To build a healthy organization Main Goal: Audience Development•Transferred all management tasks from • Created a new Marketing Campaignthe Artistic Director and Founder to the that focused on freshness andnew Executive Director. accessibility •Board Development • 1st time musicians were •Fundraising showcased in pictures •Budgeting and Planning •Launched Mercury to the 21st century •Marketing by establishing our web presence: •Concert production Youtube, podcasts, e-newsletter and new website. •Developed new relationships with the media.
Use of Funds 4) To Increase organization capacity through the hire of a part time staff member to support new marketing initiatives and increase earned income from ticket sales. Activities Activities3) Development Director 4) Marketing Initiatives and Part time StaffMain Goal: Grow Contributed Income Main Goal: Increase Earned Income• Brought new contributed income •Implemented new marketing strategiesopportunities in the areas of individuals, with the purpose of growing our audience.foundations and corporations. •Purchased a new database and ticketing•Developed the Patron Program and the software to be able to handle all ticketAdopt an Instrument Capital Campaign. sales in house and offer the best service to•Assisted in organization of the Gala . our patrons.•Managed and expanded silent and live •Hired a part time Marketing Associate toauctions. implement and oversight all these tasks.
Outcomes & Indicators ANTICIPATED ACTUAL INDICATORS SHORT TERM SHORT TERM (Indicators measure whether or not a program achieves its OUTCOMES OUTCOMES expected outcomes. ) (beginning of grant) (end of grant)Executive- Increase the overall revenue of - Higher revenue than expected - 45% revenue increase in onethe organization from contributed and earned season income- Add new board members and - More members were added and -The board grew from 13 to 15increase level of giving board contributions were also members higher -Board contributions increased by 53%- Grow Audience - Increase concert attendance -Ticket revenue grew by 38%-Transfer management tasks - Able to transfer most tasks. -Due to increase in revenue andfrom Artistic Director to new Some artistic administration tasks controlled expenses, we had aExecutive Director remained under the AD position 9% surplus at the end of the season
Outcomes & Indicators ANTICIPATED ACTUAL INDICATORS SHORT TERM SHORT TERM (Indicators measure whether or not a program achieves its OUTCOMES OUTCOMES expected outcomes. ) (beginning of grant) (end of grant) Marketing - Increase ticket sales - The growth in ticket sales was - 77% revenue increase in one evident season - Retain subscribers - High renewal subscription rate - 83% of subscribers came back for the following season - Develop relationships with the - Strong relationships were -Received free advertisement in media established. Part of the ISP funds the Houston Press and Houston were used to contract a publicist Chronicle. who helped with the relationship - 002 Magazine became our print building. sponsor for the season . - Several articles about us were written in the Chronicle.
Outcomes & Indicators ANTICIPATED ACTUAL INDICATORS SHORT TERM SHORT TERM (Indicators measure whether or not a program achieves its OUTCOMES OUTCOMES expected outcomes. ) (beginning of grant) (end of grant) Development - Increase contributions from - Contributed income increased -Highlights include $75,000 from Foundations, Corporations, almost $100,000. From $439,743 the Houston Endowment, a two- Government and Individuals to $535,917 year $40,000 grant from the Brown Foundation, $25,000 from JPMorgan Chase and $12,000 from NEA, our first grant from them - Assist with the Gala fundraiser - Even more successful than the - $105,000 net revenue, up from previous year $75,000 the year before - Develop new programs - Two new programs were - 22 members joined the Patron created: Patron Program and the program at $2,000+ per year Adopt an Instrument Campaign - One violin ($10,500) was adopted
Outcomes & Indicators ANTICIPATED ACTUAL INDICATORS SHORT TERM SHORT TERM (Indicators measure whether or not a program achieves its OUTCOMES OUTCOMES expected outcomes. ) (beginning of grant) (end of grant) Earned Income -Increase our sustainability by -Extremely successful in achieving - Earned income grew 88%, from growing earned income our main goal $208,000 to $391,000 - Pick 3 for $45 Campaign - The outcome of this campaign - 254 Pick 3 Packages sold. was better than imagined - Purchased new database and - Successfully implemented - All ticket sales are handled ticketing software through the office. -Has transformed the way we do business since all staff members can access the patrons’ information. -Improved customer service -Most importantly: we know our patrons and they know us. - Hire a part time Marketing - The person hired was able to - Very successful. The position Associate implement and oversee all the was made into a full time different tasks position for the following season
Outcomes• A Healthy Mid-Size Organization focused on artistic excellence, passionate and intimate performances, education and accessibility – A 436% revenue growth in 7 years – 6 Staff Members (4 added through ISP grants) – 27 Board Members – Performing over 50 concerts a season – Established partnerships and collaborations with many organizations in Houston – A strong education program – International touring to France, Ecuador and Mexico – A loyal base of supporters
Keys to Success• Have a clear understanding of the organization’s needs. Make sure that what you are asking in the application is really what is most needed for the organization.• Plan, plan, plan• Convey your needs in a way that everyone on the panel understands it. Make sure the proposal is clear, specific and well-written.• Talk to the HAA staff member before submitting the application.
Lessons Learned – Stay on track. Make sure you revise the activities and outcomes necessary to be successful at the end of the grant period. – If hiring a staff member, think carefully about who the right person for the job is. This is critical. Once hired, stay on top of the training and explain what the expectations are and how their work will be evaluated at the end of the season. – Keep track of all of the receipts and expenses.
Summary of Future Plans• Mercury has been able to keep all the staff positions that were added through the ISP grants. We will continue to add personnel as funding permits.• We continue to focus on growing earned income. This is a must in order to continue to build a sustainable organization.