Pre-Incubator Program

Participant:

Program Term:

02/2012 – 1/2013 Contact:

Michael Zuraw, D.M.A. President & Artistic Director aperioamericas@gmail.com

317.517.0225 www.aperioamericas.org

Participant Profile:

Aperio is an ensemble of local and internationally recognized musicians dedicated to preserving chamber music literature through performances that showcase contemporary composers from the Americas. Through an interactive performance format, the ensemble's programming examines the art music of South & North America, while revealing mutual impact that each cultural tradition has had on the other.

• Incorporated in 03/2006 • 2012 operating budget = $43,187 • Number of Board Members = 4 • Main challenges we faced prior to the Program:

• Refining bookkeeping • Board of Directors development • Developing marketing strategies • Documentation of organizational policies and procedures

Enters the Pre-Incubator Program on Feb 2012

Outcomes Summary What difference did the Pre-Incubator program make?

• What is different now compared to the beginning of the grant term?

– Better delineation of roles for directors and committees pertaining to governance, fiscal responsibility, protocols, and procedures.

– Transparent presentation of finances and fiscal planning

– Greater control of Administrative and Financial Calendar

– Better understanding of marketing to promote organization’s mission and cultivate audiences

– Implementation of CRM to organize all aspects of the organization’s administration (ticket sales, donations, constituent relationships, etc.)

– Organization of Aperio BOD Manual

Use of Funds

Description Amount Type

Down payment for Zilkha Hall Rental for two dates in 2013-2014 season

$3,183.80 program

Airfare from Seoul, Korea to Houston for composer Thomas Osborne for event at ASTC on 6/1/2013

$1,591.20 Program

Part-Time Executive Director

$1,200 admin

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•These funding investments enabled Aperio to complete programming objectives for FY 2013, increase potential ticket revenues for FY 2014 with bookings at a larger venue, and support artistic director compensation.

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Awarded $6000 towards administrative and/or program expenses including a part-time Executive Director, program travel expenses, and venue rental.

Financial Trend

$41,910

$48,650

$53,138

$73,830

$0

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$40,000

$50,000

$60,000

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FY2011 FY2012 FY2013 FY2014 FY2015

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Revenue Expenses Linear (Revenue) Linear (Expenses)

Actual Projected

Keys to Success • Thoroughly evaluate financial controls for

greater transparency in bookkeeping and budget planning

• Continually compare the organization’s objectives with the means of achieving them keeping an eye on sustainability

• Establish clear communication between the action committee and other directors

• Study all learning materials and brainstorm with action committee members for ways to implement new strategies through the chain of command in a timely manner

• Work from the perspective that fiscal realities frequently control artistic outcomes, but don’t forget that your product is the key motivator for generating future support

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Lessons Learned

• It is SUPER important to continually evaluate the clarity of your bookkeeping. Proper planning cannot be built upon overly complicated or unrefined financial reporting.

• Marketing effectiveness is not the same thing as high-visibility advertising. The continuum of marketing efforts run the gamut from trivial social media interactions to relationships with important people in the media.

• Artistic integrity and fiscal responsibility can be viscous rivals. They can also enjoy a symbiotic relationship with properly established boundaries.

Summary of Future Plans

• Aperio will balance programming to include presentations for larger audiences, which will support other events in more intimate settings.

• Implementation of PatronManager CRM

• Aperio plans to grow its Board of Directors to eight members within four years

• The organization will have an executive director in four years, with two staff positions (artistic director, administrator)

• Development of a marketable educational program within two years

• Future targets include: six concerts per season, residencies, ticket revenues reaching 30% of budget, development of corporate underwriting. Marketing and development plans will support accomplishing these goals.

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Haiku

Artistic Integrity

will linger

through sound fiscal husbandry

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