UseofFundsTo engage consultants and increase organization capacity through a hire of a new full time:1) Executive Director 2) Marketing Director 3) Development DirectorActivities1) Executive DirectorMain Goal:To build a healthy organization•Transferred all management tasks fromthe Artistic Director and Founder to thenew Executive Director.•Board Development•Fundraising•Budgeting and Planning•Marketing•Concert productionActivities2) Marketing DirectorMain Goal: Audience Development• Created a new Marketing Campaignthat focused on freshness andaccessibility• 1st time musicians wereshowcased in pictures•Launched Mercury to the 21st centuryby establishing our web presence:Youtube, podcasts, e-newsletter andnew website.•Developed new relationships with themedia.
UseofFunds4)To Increase organization capacity through the hire of a part time staff member tosupport new marketing initiatives and increase earned income from ticket sales.Activities3) Development DirectorMain Goal: Grow Contributed Income• Brought new contributed incomeopportunities in the areas of individuals,foundations and corporations.•Developed the Patron Program and theAdopt an Instrument Capital Campaign.•Assisted in organization of the Gala .•Managed and expanded silent and liveauctions.Activities4) Marketing Initiatives and Part time StaffMain Goal: Increase Earned Income•Implemented new marketing strategieswith the purpose of growing our audience.•Purchased a new database and ticketingsoftware to be able to handle all ticketsales in house and offer the best service toour patrons.•Hired a part time Marketing Associate toimplement and oversight all these tasks.
Outcomes&IndicatorsANTICIPATEDSHORT TERMOUTCOMES(beginning of grant)ACTUALSHORT TERMOUTCOMES(end of grant)INDICATORS(Indicators measure whether ornot a program achieves itsexpected outcomes. )Executive- Increase the overall revenue ofthe organization- Higher revenue than expectedfrom contributed and earnedincome- 45% revenue increase in oneseason- Add new board members andincrease level of giving- More members were added andboard contributions were alsohigher-The board grew from 13 to 15members-Board contributions increasedby 53%- Grow Audience - Increase concert attendance -Ticket revenue grew by 38%-Transfer management tasksfrom Artistic Director to newExecutive Director- Able to transfer most tasks.Some artistic administration tasksremained under the AD position-Due to increase in revenue andcontrolled expenses, we had a9% surplus at the end of theseason
Outcomes&IndicatorsANTICIPATEDSHORT TERMOUTCOMES(beginning of grant)ACTUALSHORT TERMOUTCOMES(end of grant)INDICATORS(Indicators measure whether ornot a program achieves itsexpected outcomes. )Marketing- Increase ticket sales - The growth in ticket sales wasevident- 77% revenue increase in oneseason- Retain subscribers - High renewal subscription ratefor the following season- 83% of subscribers came back- Develop relationships with themedia- Strong relationships wereestablished. Part of the ISP fundswere used to contract a publicistwho helped with the relationshipbuilding.-Received free advertisement inthe Houston Press and HoustonChronicle.- 002 Magazine became our printsponsor for the season .- Several articles about us werewritten in the Chronicle.
Outcomes&IndicatorsANTICIPATEDSHORT TERMOUTCOMES(beginning of grant)ACTUALSHORT TERMOUTCOMES(end of grant)INDICATORS(Indicators measure whether ornot a program achieves itsexpected outcomes. )Development- Increase contributions fromFoundations, Corporations,Government and Individuals- Contributed income increasedalmost $100,000. From $439,743to $535,917-Highlights include $75,000 fromthe Houston Endowment, a two-year $40,000 grant from theBrown Foundation, $25,000 fromJPMorgan Chase and $12,000from NEA, our first grant fromthem- Assist with the Gala fundraiser - Even more successful than theprevious year- $105,000 net revenue, up from$75,000 the year before- Develop new programs - Two new programs werecreated: Patron Program and theAdopt an Instrument Campaign- 22 members joined the Patronprogram at $2,000+ per year- One violin ($10,500) wasadopted
Outcomes&IndicatorsANTICIPATEDSHORT TERMOUTCOMES(beginning of grant)ACTUALSHORT TERMOUTCOMES(end of grant)INDICATORS(Indicators measure whether ornot a program achieves itsexpected outcomes. )Earned Income-Increase our sustainability bygrowing earned income-Extremely successful in achievingour main goal- Earned income grew 88%, from$208,000 to $391,000- Pick 3 for $45 Campaign - The outcome of this campaignwas better than imagined- 254 Pick 3 Packages sold.- Purchased new database andticketing software- Successfully implemented - All ticket sales are handledthrough the office.-Has transformed the way we dobusiness since all staff memberscan access the patrons’information.-Improved customer service-Most importantly: we know ourpatrons and they know us.- Hire a part time MarketingAssociate- The person hired was able toimplement and oversee all thedifferent tasks- Very successful. The positionwas made into a full timeposition for the following season
Outcomes• A Healthy Mid-Size Organization focused onartistic excellence, passionate and intimateperformances, education and accessibility– A 436% revenue growth in 7years– 6 Staff Members (4 addedthrough ISP grants)– 27 Board Members– Performing over 50 concerts aseason– Established partnerships andcollaborations with manyorganizations in Houston– A strong education program– International touring to France,Ecuador and Mexico– A loyal base of supporters
KeystoSuccess• Have a clear understanding of theorganization’s needs. Make sure thatwhat you are asking in the application isreally what is most needed for theorganization.• Plan, plan, plan• Convey your needs in a way thateveryone on the panel understands it.Make sure the proposal is clear, specificand well-written.• Talk to the HAA staff member beforesubmitting the application.
LessonsLearned– Stay on track. Make sure you revisethe activities and outcomesnecessary to be successful at theend of the grant period.– If hiring a staff member, thinkcarefully about who the right personfor the job is.This is critical. Oncehired, stay on top of the trainingand explain what the expectationsare and how their work will beevaluated at the end of the season.– Keep track of all of the receipts andexpenses.
SummaryofFuturePlans• Mercury has been able to keep all thestaff positions that were added throughthe ISP grants. We will continue to addpersonnel as funding permits.• We continue to focus on growing earnedincome. This is a must in order tocontinue to build a sustainableorganization.