Residency Incubator Program

Class of 2013

FrenetiCore

Program Term:

09/2010 – 08/2013 Contact:

Rebecca French

Executive/Artistic Director

rebecca@freneticore.net

713.449.8375 www.freneticore.net

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Participant Profile:

“FrenetiCore is a non-profit organization that offers creative community experiences to the public through the presentation and promotion of original theater, dance, film, music and visual art in Houston, Texas. Frenetic Theater promotes the creation and presentation of new work in Houston, TX by providing an accessible venue for the exhibition of performing and visual arts; offers adult and children’s educational outreach programs; and produces an annual Fringe Festival to promote original performance art in Houston, TX. FrenetiCore Dance maintains a company of artists who perform collaborative and innovative multi-media dance theater performances under the direction of Rebecca French.”

• Incorporated in April 2003 • Operating budget ending December 2009 = $92,761 • Number of Board Members in August 2010 = 8 • Full time paid staff in August 2010 = 0 • Main challenges we faced prior to the Program:

• Staff: understaffed at time of application. • Board Development: need guidance in board governance and implementation of long-term strategic planning. • Financial Management: lacking in financial planning, budgetary restrictions, saving, and investing funds. • Funding: majority of income to performance costs and theater renovations.

Enters Residency Incubator Program September 2010.

Outcomes Summary What difference did the Incubator program make?

•Incubator grant enabled us to hire a part-time Marketing Associate.

•A Marketing Committee was created to help support the marketing efforts.

•Marketing Plan was created and aligned with Development Plan to increase

efficiency.

•Having a dedicated office space increased productivity.

•Incubator co-workspace was great for staff morale, collaborations, & information gathering.

•Office interns had enough space to work, increasing organization’s productivity.

•Officing in Montrose was convenient when scheduling meetings with fellow directors & artists.

•Incubator participation contributed to awareness of appropriate board size and minimum giving

requirements for the organization.

•Committees have been formed and meet regularly.

•Executive Director is better at delegating tasks and holding staff accountable.

•Conferences, seminars, and learning sessions have been incredibly valuable in educating

staff and board members in various aspects of nonprofit management.

• Involvement in the program increased funders’ confidence in our administrative abilities, increasing the size of grant awards.

• Created a Finance Committee and recruited 2 accountants to serve on the organization’s Board

•The organization now has a savings account with operating reserves in case of emergencies.

•Planned and executed our first gala event with advice and guidance from fellow Incubator participants.

•Planned and executed our first annual campaign via mail.

Money (Revenue /Expenses)

Management (Board & Staff)

Marketing/PR Systems (admin / facilities)

Financial Profile

$106,795 $92,761

$138,728

$195,795

$207,147

$240,000

$270,000

$300,000

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

Dec-08 Dec-09 Dec-10 Dec-11 Dec-12 Dec-13 Dec-14 Dec-15

Op

era

tin

g B

ud

get

Revenue Expenses Linear (Revenue) Linear (Expenses)

Residency Incubator Program (September 2010 to August 2013)

Actual Projected

Year Ending

Board Profile What difference did the Incubator program make?

Board Profile 2010 2013

# of Board Members 8 12

Board President Jodi Mclaughlin Katie Jozwicki

% of Board Giving 70% 100%

Active Committees Nominations,

Finance

Nominations, Finance,

Development, Fringe, Marketing

% of current BOD serving consecutively since 2010

n/a >10%

• Board management and governance has vastly improved since FrenetiCore joined the Incubator program.

• The organization has implemented best practices including: increasing board size and seeking out more business leaders to serve as members, finding a strong president to lead the board, increasing minimum giving requirements, forming new committees, having an annual board retreat to engage members, and enrolling the board to help with our first annual gala.

• FrenetiCore learned about these practices from participation in various workshops, seminars, and conferences provided by the Incubator program, as well as one-on-one discussions with past and current CBI recipients.

Staff Profile What difference did the Incubator program make?

Staff Profile 2010 2012

# of Full Time Staff 0 1

# of Part-Time Staff 2 2

# of Contractual Staff 0 0

# Artists Employed 23 49

$ Total Fees to Artists Employed

$9,467 $23,142

% of Artist fees to Total Expenses

7% 11%

Provide a brief statement on changes in staff management throughout the Incubator Program.

o The Executive/Artistic Director hired additional help with administrative duties in order to focus more on the programming side of the organization.

o Time management and task accountability for staff members was implemented. Each staff member logs their daily activities in a document that the other staff members and board of directors can review. Deadlines are met more effectively with the entire staff working together on key tasks.

Organizational Challenges

Organizational Challenges (September 2010)

Challenges Addressed?

(2013)

INDICATORS (Indicators measure whether or not your organization

addressed these challenges.)

Staff: understaffed at time of

application. Ongoing

Our staff size has grown and under-performing staff members have been replaced, and we’re currently making the most of multiple interns for assistance with theater, administrative and marketing tasks.

Board Development: need

guidance in board governance and implementation of long-term strategic planning.

Yes

Our Board of Directors has increased in size to 12 and grown in quality. We are going through the process of creating and implementing a strategic plan through the Accelerator grant.

Financial Management: lacking

in financial planning, budgetary restrictions, saving, and investing funds.

Ongoing

The organization still struggles occasionally with financial planning and inconsistent rental scheduling. A savings account has been created and maintained.

Funding: majority of income to

performance costs and theater renovations. Yes/Ongoing

The majority of income comes from grants and theater rentals, new efforts are being made to secure individual/business donations through fundraising appeals and an annual gala event. Income is being used less for renovations and more for staff payment and increased programming.

Vision for Graduation

Organizational Goal (September 2010)

Goal Achieved?

(2013)

INDICATORS (Indicators measure whether or not your organization

achieved your organizational goals.)

Expand an extracurricular kids program to teach the arts to underserved youth in East End

Ongoing

FrenetiKids began in 2010 and has grown each year. By partnering with Ripley House for the 2013-12 school year the program serves over 40 East End area children each week.

Generate enough income to maintain or increase programming, improvements, increase staff, marketing efforts, saving, & investing in funds.

Yes/Ongoing

We have expanded our programming to include FrenetiKids, weekly teen/adult dance classes, Artist-in-Residence program and Artist Board. Our other programs including theater rental and Houston Fringe Festival have continued to grow. A savings account has been created.

Increase 2 full time employees and 2-3 part time employees to successfully manage FrenetiCore.

No

FrenetiCore has 1 full-time employee, 2 part-time employees, 4 interns and an increasingly helpful and energized Board of Directors.

Implement strong governance & board development.

Yes/Ongoing

Board size has grown to 12 and multiple committees have been established to better support the needs of the organization.

Vision for Graduation

Organizational Goal (September 2010)

Goal Achieved?

(2013)

INDICATORS (Indicators measure whether or not your organization

achieved your organizational goals.)

Create an umbrella 501(c)3, East End Arts Coalition, to better serve local artists and arts groups through enhanced marketing, group fundraising, special events, grants, and local business relationships.

Not yet

The local groups we began the East End Arts Coalition with weren’t able to put the time in to ensure the new group’s success. This project will happen within the next two years. We believe the Port of Houston 100 year celebration in the East End in 2014 will kick start the coalition again.

Become a recognized dance theater company with at least one out-of-state performance tour.

Yes/Ongoing

FrenetiCore has become a well recognized and respected dance theater company in Houston, with 2-3 performances each year at Frenetic Theater as well as invitations to perform at local festivals and events. FrenetiCore performed at the 2010 New Orleans Fringe Festival and will continue to seek touring opportunities.

Exercise strong financial stewardship, solvency, and long-term stability.

Yes/Ongoing

Operating reserves in a savings account, strong Board of Director membership, checks and balances in place regarding financial reporting.

Become an established venue for national touring performances.

Yes

20% of theater rentals are from touring groups, the Houston Fringe Festival draws an increasing number of out of town performers each year.

Keys to Success In addressing future Incubator candidates, what did you do right that proved to be critical in completing the Program?

oWe were open to working with other organizations in supporting each other through cross-promotion, event attendance, donating items and services, and bartering.

oWe met the requirements of the program by completing assignments on time and fulfilling our obligations.

oMost importantly, we sent Jerome pictures of funny cats with captions.

Lessons Learned What were your significant course corrections in the Incubator Program?

o Employees and board members that weren’t contributing were replaced.

oTime management and task accountability for staff members was implemented.

oThe Executive/Artistic Director hired additional help with administrative duties in order to focus more on the programming side of the organization.

Did you learn anything through the Incubator that would have made you do things differently from the start of the Program?

oIn general, we learned that being flexible and open to change enables organizations to survive and thrive. Repeating mistakes in staff and board management will only hold an organization back!

Summary of Future Plans What happens next with your organization (programming and infrastructure?

• Currently building an office space inside Frenetic Theater for staff, a new rehearsal space to meet increased rental demand, and the outdoor space will become a new performance area.

• Recently began an Artist Board to further local artists’ development and collaboration. Provides free performance/exhibition space to members.

• Committed to having at least 5 interns working weekly in the office and theater, and increasing current level of donated goods and services.

• Expansion of FrenetiKids, collaboration with Children’s Prison Arts Project, summer dance workshop featuring Otis Cook of Pilobolus, plan out of state performances for the dance company.

• Strategic Plan will be created and implemented by July 2013.

What are your future targets (programming, fundraising, board/staff growth, etc.)? What has to happen to achieve them?

• Board of Directors will reach 15 members (currently 12) by 2014—need to enroll current members to help recruit.

• Increase individual /business donations and grants by 30%--staff , board, and interns will work together to ensure success!

• The dance company will perform at the Cullen Theater by the end of 2013—need to work with HAA to secure donated night at Cullen.

• The Houston Fringe Festival will increase audience attendance by at least 30% from last year—HAA Marketing Grant will be invaluable, also need to make sure Fringe Committee is working to ensure great attendance.

Haiku

We all wear ten hats

Cash flow headaches are exchanged

Heroes bring cookies.

We’re making Houston

More alive and enriching

You are not alone.

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