The document summarizes Mercury Baroque's use of funds from multiple accelerator grants from 2005-2011. It outlines their hiring of additional staff in executive, marketing, and development roles and the outcomes achieved. These included substantial increases in revenue (436% over 7 years), audience size, and organizational capacity. Key successes included clear planning, strong staff hiring, and tracking expenses carefully. The organization aims to continue growing sustainably by adding personnel and earned income as funding allows.

1. 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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2. UseofFunds
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.

3. UseofFunds
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.

4. 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

5. 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.

6. 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

7. 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

8. 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

9. KeystoSuccess
• 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.

10. LessonsLearned
– 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.

11. SummaryofFuturePlans
• 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.