Horizons

The project’s decision tree considers several variables including fundraising success and initial discovery. One path sees a stopgap measure applied this winter which would allow for limited operation in 2027. If we can put a second comma in the bank, the desired path will cut straight to the complete restoration.

 

All plans flow from the summer’s efforts to raise the profile of our organization and build community around the cause to Save The Merc.

After that…

The Pilot Years

The first 2 years of Mercantile's post-restoration programming will focus on cultivating partnerships, identifying strengths and challenges, and building capacity for future in-house education offerings.

  • Hosting mission-aligned nonprofit organizations aboard Mercantile. These organizations include local partners such as Hurricane Island Center for Science & Leadership, Sailing Ships Maine, Trekkers, Station Maine, The Apprenticeshop, Midcoast School of Technology, and the Sail, Power, & Steam Museum, to whom use of Mercantile will be offered at cost. This phase will provide a valuable experience for MND personnel to learn from seasoned organizations what works on this vessel, in these waters, serving this area's population. (12 weeks)
  • 8 weeks — Revenue-generating operations. Charters, themed overnight cruises, day sails, and paid collaborations will enable the organization to find out how the vessel can most effectively pay her way.

NOV 2019

Hired key staff, formalized partnerships and created an advisory group

FEB 2020

Community Kick-Off Events

Pilot Years

The first 2 years of Mercantile’s post-restoration programming will focus on cultivating partnerships, identifying strengths and challenges, and building capacity for future in-house education offerings. 

  • 12 weeks -  Hosting mission-aligned nonprofit organizations aboard Mercantile. These organizations include local partners such as Hurricane Island Center for Science & Leadership, Sailing Ships Maine, Trekkers, Station Maine, The Apprenticeshop, Midcoast School of Technology, and the Sail, Power, & Steam Museum, to whom use of Mercantile will be offered at cost. This phase will provide a valuable experience for MND personnel to learn from seasoned organizations what works on this vessel, in these waters, serving this area’s population.

  • 8 weeks - Revenue-generating operations. Charters, themed overnight cruises, day sails, and paid collaborations will enable the organization to find out how the vessel can most effectively pay her way.

The Next Couple

Following the initial pilot phase, MND will make strategic decisions guided by experience and data. The next phase will focus on developing and executing onboard programming.

  • 12 weeks - Based on participant and community feedback, as well as identified strengths and needs in crewing, provisioning, and sailing operations, Mercantile will continue to host proven best-fit organizations, building on the relationships established during their respective pilot phases.

  • 4 weeks – Mercantile New Day will pilot in-house programming serving local youth. This programming will seek to bring area students into contact with their region’s maritime culture through hands-on experiences that explore a sense of place. MND will explore grant-making opportunities in areas including the Science of Sail as well as Environmental, Historical, and Economic Education.

  • 4 weeks – Mercantile’s unprogrammed time will be directed to its greatest revenue-generating potential as informed by data from years 1 and 2. The organization will look to maximize exposure at local festivals and potentially build unique experiences around them.

5+

Year 5 will serve as the baseline year for the future of Mercantile’s working life in Penobscot Bay. The organization will take many variables into account to decide how this year will look, but will be continually guided by the principle of maximizing net benefit to the Midcoast while ensuring the organization's continued financial viability. MND will use the lessons learned from years 1-4 to develop a replicable annual operating plan, organizational best practices, and personnel requirements to make Mercantile’s New Day effective, adaptive, and sustainable.