1. Participant:
Organization
logo here
Program Term:
09/2010 – 08/2013
Contact:
Stephanie Todd Wong
Executive Director
stephanie@dancesourcehouston.org
713.224.3262
www.dancesourcehouston.org
Residency Incubator Program
Class of 2013

2. Participant Profile:
The mission of Dance Source Houston is to nurture and support contemporary dance
artists, the organizations that present them and build audiences for contemporary dance
in the greater Houston area.
• Incorporated in September 2004
• Operating budget ending June 2010 = $74,582
• Number of Board Members in August 2010 = 3
• Number of full time paid staff in August 2010 = 0
• Main challenges we faced prior to the Program:
• Board Capacity
• Development & fundraising inadequate
• Staff Capacity
• Metrics
• Impending departure of founder/President/Executive Director
Enters Residency Incubator Program September 2010.

3. Outcomes Summary
What difference did the Incubator program make?
•New Treasurer •Revamp entire Board structure
•Quick Books training for staff members •Hired the organization’s first paid full time
•Implementation of financial internal Executive Director
controls •Implementation of yearly Board retreat
•Better process for completion of 990 •Completion of the organization’s first
•Better process for creation and strategic plan
approval of yearly budget
•Better more consistent
fund raising
Money Management
(Revenue /Expenses) (Board & Staff)
Systems Marketing/PR
(admin / facilities)
•Acquired Barnevelder •Redesign of Dance Card
Movement/Arts Complex •Implementation of better social media
•Developed a policies and procedures strategies
handbook •Awareness of the need for consistent
•Created accurate written job descriptions messaging
for each staff position
•Developed a process for employee review

4. Financial Profile
Residency Incubator Program
(September 2010 to August 2013)
$250,000 $229,460
$208,600
$200,000
Operating Budget
$150,000
$120,000
$107,147
$99,688
$98,619
$100,000
$67,253 $74,582
$50,000
$0
Year Ending Jun-08 Jun-09 Jun-10 Jun-11 Jun-12 Jun-13 Jun-14 Jun-15
Actual Projected
Revenue Expenses Linear (Revenue) Linear (Expenses)

5. Board Management Profile
What difference did the Incubator program make?
Board Profile 2010 2013
# of Board Members 3 7
Board President Christina Giannelli Christina Giannelli
% of Board Giving 100% 100%
Finance
Development
Types of Committees None
Board Development
Facilities
% of current BOD
serving consecutively n/a 29%
since 2010
Provide a brief statement on changes in board management &
governance throughout the Incubator Program.
• Our board has doubled in size while a part of the Incubator
program. And while still small, each of the current members if
very active and engaged in the organization.
• Committees have been added to address the issues of finance,
development, board development and facility management.
• Overall, a much stronger infrastructure has been put in place to
help support the organization and its staff.

6. Staff Management Profile
What difference did the Incubator program make?
Staff Profile 2010 2012
# of Full Time Staff 0 1
# of Part-Time Staff 3 2
# of Contractual Staff 0 5
# Artists Employed n/a n/a
$ Total Fees to Artists
n/a n/a
Employed
% of Artist fees to Total
n/a n/a
Expenses
Provide a brief statement on changes in staff management
throughout the Incubator Program.
• Hiring the organization’s first full time, paid Executive Director
was a pivotal step on our development. This created a clearer
delineation between the board and staff and provided more
consistency to our programming and development efforts.
• While Dance Source is still operating at its current staff capacity,
it is leaving the program in a much better position to continue
growing.

7. Organizational Challenges
Challenges INDICATORS
Organizational Challenges
(September 2010)
Addressed? (Indicators measure whether or not your
(2013) organization addressed these challenges.)
Board capacity: alternative leadership & board • Grew board of directors from 3 to 7
capacity not in place to manage ED departure; size remains Ongoing
too small & board tasks devolved to staff or neglected; • Would like to add 3 more by end of FY13
Development & fundraising inadequate: • Implemented PatronManager CRM
donor base too small; current donor tracking is rudimentary Ongoing • More consistent fundraising
at best; no one 9n-house with experience in corporate
sponsorship development • Donor base still too small
Staff capacity: need more staff hours to improve and • Hired first full time Executive Director
develop new and existing programs; must engage more • Refocused the programming
dance community/volunteer involvement but currently lack Ongoing
the staff or board member capacity to develop/implement • Acquisition of Barnevelder = need for theatre
plan manager
• Implementation of quarterly member meetings
Metrics: need metrics for measuring health of dance • Completion of Strategic Plan based on feedback
Ongoing
community and effectiveness of DSH programs. from the community
• Launch of Who’s There pilot program
Departure of founder/President/Executive
Director – unpaid role as ED whom experienced admin Yes • Hired first full time, paid ED in July 2011
burn-out

8. Vision for Graduation
Goal INDICATORS
Organizational Goal Insert photo 4
(September 2010)
Achieved? (Indicators measure whether or not your organization
(2013) achieved your organizational goals.)
Increased number of Board Members with effective
• Board has grown to 7
board subcommittees in areas including finance,
Ongoing • Committees set up in areas of finance, development, board
development, governance (4 by 2011; 12 by 2012; 15
by 2013). development and facilities
• Budget and cash flow have been improved
A balanced budget and debt completely discharged. Ongoing
• Debt to Founder still outstanding, but has not increased
Acquisition and implementation of development
Yes • Implemented PatronManager in May 2012
management software.
• Secured 2 year grant from Houston Endowment
Realistic development/fundraising goals including a
Yes • Developed a consistent development calendar
plan to increase individual & corporate giving.
• Successfully implemented an IndieGoGo campaign
Metrics and information gathering systems to assess
our impact and effectiveness in the community and to Ongoing • Preparing to launch a pilot of the Who’s There program
various subcommittees. (TRG)
Updated and refined mission statement & feedback
from the board & staff indicating clear understanding
Yes • Completed the organization’s first Strategic Plan in June 2012
of mission, vision, and goals. To be addressed at
12/2011 Board Retreat.

9. Keys to Success
In addressing future Incubator
candidates, what did you do right that
proved to be critical in completing the
Program?
oBe open to change
oMake the time to focus on infrastructure
oGet everyone (Board, staff, other
stakeholders) on board
oAsk for help

10. Lessons Learned
What were your significant course
corrections in the Incubator Program?
oSeparating staff and board
oCreation of strategic plan and
refocusing of programs
oAcquisition of Barnevelder
Movement/Arts Complex
Did you learn anything through the Incubator
that would have made you do things
differently from the start of the Program?
oIncluded more staff in the process
during the first year of the program

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12. Haiku
Safe haven for change
Dig deep to nourish the roots
Emerge to take flight