1. 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
Pre-Incubator Program

2. 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

3. 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

4. Use of Funds
Awarded $6000 towards administrative and/or program expenses including a
part-time Executive Director, program travel expenses, and venue rental.
Description Amount Type Insert photo 3
Down payment for
Zilkha Hall Rental for
$3,183.80 program
two dates in 2013-
2014 season
Airfare from Seoul,
Korea to Houston
for composer
. $1,591.20 Program
Thomas Osborne for
event at ASTC on
6/1/2013
Part-Time Executive
$1,200 admin
Director
• 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.

5. Financial Trend
$90,000
$80,000 $73,830
Operating Budget
$70,000
$53,138
$60,000
$48,650
$50,000
$41,910
$40,000
$30,000
Actual Projected
$20,000
$10,000
$0
FY2011 FY2012 FY2013 FY2014 FY2015
Revenue Expenses Linear (Revenue) Linear (Expenses)

6. Keys to Success
• Thoroughly evaluate financial controls for
Insert photo 4
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

7. 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.

8. Summary of Future Plans
• Aperio will balance programming to include
presentations for larger audiences, which will
support other events in more intimate
settings.
Insert photo 6
• 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.

9. Haiku
Insert photo 7
Artistic Integrity
will linger
through sound fiscal
husbandry