Accelerator Phase II

Client:

Grant Terms:

09/2005 – 08/2006

09/2007 – 08/2008

09/2009 – 08/2010

09/2010 – 08/2011

Contact:

Deborah Lugo

Executive Director dlugo@mercurybaroque.org

713-533-0080 MercuryBaroque.org

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Use of Funds To engage consultants and increase organization capacity through a hire of a new full time:

1) Executive Director 2) Marketing Director 3) Development Director

Activities 1) Executive Director Main Goal: To build a healthy organization

•Transferred all management tasks from the Artistic Director and Founder to the new Executive Director.

•Board Development •Fundraising •Budgeting and Planning •Marketing •Concert production

Activities 2) Marketing Director Main Goal: Audience Development • Created a new Marketing Campaign that focused on freshness and accessibility

• 1st time musicians were showcased in pictures

•Launched Mercury to the 21st century by establishing our web presence: 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 3) Development Director Main Goal: Grow Contributed Income • Brought new contributed income opportunities in the areas of individuals, foundations and corporations. •Developed the Patron Program and the Adopt an Instrument Capital Campaign. •Assisted in organization of the Gala . •Managed and expanded silent and live auctions.

Activities 4) Marketing Initiatives and Part time Staff Main Goal: Increase Earned Income •Implemented new marketing strategies with the purpose of growing our audience. •Purchased a new database and ticketing software to be able to handle all ticket sales in house and offer the best service to our patrons. •Hired a part time Marketing Associate to implement and oversight all these tasks.

Outcomes & Indicators ANTICIPATED SHORT TERM OUTCOMES

(beginning of grant)

ACTUAL SHORT TERM OUTCOMES (end of grant)

INDICATORS (Indicators measure whether or

not a program achieves its expected outcomes. )

Executive - Increase the overall revenue of the organization

- Higher revenue than expected from contributed and earned income

- 45% revenue increase in one season

- Add new board members and increase level of giving

- More members were added and board contributions were also higher

-The board grew from 13 to 15 members -Board contributions increased by 53%

- Grow Audience - Increase concert attendance -Ticket revenue grew by 38%

-Transfer management tasks from Artistic Director to new Executive Director

- Able to transfer most tasks. Some artistic administration tasks remained under the AD position

-Due to increase in revenue and controlled expenses, we had a 9% surplus at the end of the season

Outcomes & Indicators ANTICIPATED SHORT TERM OUTCOMES

(beginning of grant)

ACTUAL SHORT TERM OUTCOMES (end of grant)

INDICATORS (Indicators measure whether or

not a program achieves its expected outcomes. )

Marketing - Increase ticket sales

- The growth in ticket sales was evident

- 77% revenue increase in one season

- Retain subscribers - High renewal subscription rate for the following season

- 83% of subscribers came back

- Develop relationships with the media

- Strong relationships were established. Part of the ISP funds were used to contract a publicist who helped with the relationship building.

-Received free advertisement in the Houston Press and Houston Chronicle. - 002 Magazine became our print sponsor for the season . - Several articles about us were written in the Chronicle.

Outcomes & Indicators ANTICIPATED SHORT TERM OUTCOMES

(beginning of grant)

ACTUAL SHORT TERM OUTCOMES (end of grant)

INDICATORS (Indicators measure whether or

not a program achieves its expected outcomes. )

Development - Increase contributions from Foundations, Corporations, Government and Individuals

- Contributed income increased almost $100,000. From $439,743 to $535,917

-Highlights include $75,000 from the Houston Endowment, a two-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 previous year

- $105,000 net revenue, up from $75,000 the year before

- Develop new programs - Two new programs were created: Patron Program and the Adopt an Instrument Campaign

- 22 members joined the Patron program at $2,000+ per year - One violin ($10,500) was adopted

Outcomes & Indicators ANTICIPATED SHORT TERM OUTCOMES

(beginning of grant)

ACTUAL SHORT TERM OUTCOMES (end of grant)

INDICATORS (Indicators measure whether or

not a program achieves its expected outcomes. )

Earned Income -Increase our sustainability by growing earned income

-Extremely successful in achieving our main goal

- Earned income grew 88%, from $208,000 to $391,000

- Pick 3 for $45 Campaign - The outcome of this campaign was better than imagined

- 254 Pick 3 Packages sold.

- Purchased new database and ticketing software

- Successfully implemented - All ticket sales are handled 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 Associate

- The person hired was able to implement and oversee all the different tasks

- Very successful. The position was made into a full time 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.