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Legends 2018 as test case (read on)


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 Starting new thread as this isn't about the last 24 hrs. If YOU were the new Corps Director or new BOD member, what demands or suggestions would you make to keep the organization afloat?

Legends are a test case, but any now-defunct struggling corps could be used. Obviously, an honest financial assessment is in order. Finding a way to get necessary funds AND the right people in place is top priority.

One travel-related tidbit that has crossed my mind: To the best of my knowledge, Open Class corps are not required go on extensive tours.

With regards to Legends specifically, there are local shows (Cavies Michigan City June show, several in Michigan and Ohio) a corps could compete at while otherwise staying close to home. Championships are also in their neck of the woods. A corps in another location may not be blessed with so many performing opportunities within a few hours.

Back to original question: What would YOU personally demand be done if YOU were the new Director or BOD member? Maybe the collective wisdom of DCP can generate great discussion to avoid past mistakes of ghosts of DCI past.

Edited by wolfgang
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1. Hire a development director. 

2. Develop multiple revenue streams.

3. A whistle-clean set of books. 

4. Major purchases to be voted on by the board with a clear-cut statement of need versus resources.

5. No free rides on tuition. 

6. Beef up the board. Ensure a wide array of board members representing the business world, not just a bunch of band directors who love the activity. People in the legal profession, marketing, and finance who can lend advice and skills to the corps' operation. Board members who will pay strict attention to operations while staying out of the way of the product on the field. Yes, it's a fine line. But as long as the corps is making progress, stick to its own knitting. 

7. Renegotiation of contracts wherever possible. 

8. Invest in a powerful brand, one that is reflected in merchandise and show design. 

9. An energetic alumni marketing team. 

10. Full transparency and communication between members, alumni, and other strategic partners. 

Edited by cpg35223
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If you make a purchase on credit with a promise to make regular payments . . . . do EXACTLY that !

Your word must be your bond and will be the bond of anything else connected to your organization. People and organizations who ignore promised payments to others deserve whatever negative business consequence befalls them.

Edited by Fred Windish
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31 minutes ago, cpg35223 said:

1. Hire a development director. 

2. Develop multiple revenue streams.

3. A whistle-clean set of books. 

4. Major purchases to be voted on by the board with a clear-cut statement of need versus resources.

5. No free rides on tuition. 

6. Beef up the board. Ensure a wide array of board members representing the business world, not just a bunch of band directors who love the activity. People in the legal profession, marketing, and finance who can lend advice and skills to the corps' operation. Board members who will pay strict attention to operations while staying out of the way of the product on the field. Yes, it's a fine line. But as long as the corps is making progress, stick to its own knitting. 

7. Renegotiation of contracts wherever possible. 

8. Invest in a powerful brand, one that is reflected in merchandise and show design. 

9. An energetic alumni marketing team. 

10. Full transparency and communication between members, alumni, and other strategic partners. 

I think a certain corps in the northeast did #1 (I would change development director to executive director), #2, #6 & #8 not necessarily in that order. This season you are starting to see the results.

Edited by Barneveld
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1 minute ago, Barneveld said:

I think a certain corps in the northeast did #1 (I would change development director to executive director), #2 & #6 not necessarily in that order. This season you are starting to see the results.

Good deal. 

I think there's always that tension between love of the activity and the need to build something that lasts, id versus superego if you will. Yes, a drum corps is an arts organization and should be driven by an artistic vision. But it still has to follow sound management and business principles if it is to survive. I can't do what an arranger or instructor can do, no way no how. But not many on the artistic side have a head for business. It's almost cliché. And an organization that must take in and spend hundreds of thousands, even millions a year, is a business. 

Regarding the Development Director vs Executive Director, I see your point. That being said, a good Development Director is a specialist who a) knows who to call and b) knows how to ask. 

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2 minutes ago, cpg35223 said:

Good deal. 

I think there's always that tension between love of the activity and the need to build something that lasts, id versus superego if you will. Yes, a drum corps is an arts organization and should be driven by an artistic vision. But it still has to follow sound management and business principles if it is to survive. I can't do what an arranger or instructor can do, no way no how. But not many on the artistic side have a head for business. It's almost cliché. And an organization that must take in and spend hundreds of thousands, even millions a year, is a business. 

Regarding the Development Director vs Executive Director, I see your point. That being said, a good Development Director is a specialist who a) knows who to call and b) knows how to ask. 

In the corps I am familiar with, this is a combined effort of the ED and BoD. I think we are in agreement about the need, just differ on how to go about it.

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7 minutes ago, cpg35223 said:

Good deal. 

I think there's always that tension between love of the activity and the need to build something that lasts, id versus superego if you will. Yes, a drum corps is an arts organization and should be driven by an artistic vision. But it still has to follow sound management and business principles if it is to survive. I can't do what an arranger or instructor can do, no way no how. But not many on the artistic side have a head for business. It's almost cliché. And an organization that must take in and spend hundreds of thousands, even millions a year, is a business. 

Regarding the Development Director vs Executive Director, I see your point. That being said, a good Development Director is a specialist who a) knows who to call and b) knows how to ask. 

agreed!! 100%

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Well, this is by no means a comprehensive list, but a few areas I would look into...

1) Recognize this is a non-profit business and should be run as such.

2) With point #1 in mind: Recognize we do not need to reinvent the wheel - many corps run successful programs and generate revenue with a solid business model. I would reach out to other corps for ideas on what they do, how they do it, best practices, how is their board set up - what types of professionals are on it, etc. Learn from those who have been there/done that/successful at doing it. Take the ideas that would work for us and move forward. I know corps are open to this because Boston has shared a ton with Spirit recently on this very thing.  

3) Establish a large board of directors...As an example, using Boston again, has around 50 or so on the board, each pays around $1,000 or $2,000 per year for their seat = 50-100k in revenue each year. 

4) Apply for grants, easier said than done because one needs a grant writer, but corps do this. 

5) Set up a recurring monthly giving program. SoA has had this in place since 2015...$20 a month x 150ppl = $3k a month. As a member of this program, you receive discounts on souvies, advanced look at staff announcements, shows, etc. Whatever perks you can think of to encourage involvement. Suggest $20, but accept anything. PayPal has a program where 100% of the donation goes to the organization if they are non-profit. Grow this to 300 = $6k a month, etc. Also anyone can join this, you do not have to be an alumnus. Plus it is tax deductable.

6) Delayed tour, getting on the road later, even delaying 2 weeks can save around $30k in food and fuel alone. 

7) Stay relatively local...maybe no more than a 300 mile circle? Would have to look at shows in the area, but start with that idea in mind. 

8) Does the community know who we are, such as the mayor, or local sports teams? Set up off season parades, does the area have conventions? Can we play? Can we solicit sponsorships? Would someone like PowerAide sponsor us if we placed their logo on our Food truck? If so, I would want mine to look like a Nascar trailor...this is how Nascar does it. If we agreed to exclusively use say The Flying J for fuel, and we showed them how many vehicles we have, etc, would they offer a fuel discount? Again - this would be a committee on the BoD who would be responsible for this. Probably get a lot of NO's, but worth the due diligence. 

9) Comprehensive contact info of our Alumni to help keep them engaged...we may need their services say if an equipment truck needs to be repaired, or we want to redo the ventalation system on the food truck, or redo the configuration of the equipment truck. etc etc. We need the alumni...either their time, their money or their talents. Do we have an alum who is a physical therapist, nutrionist, etc...will they help out some? 

10) Set up a Corps booster program for the parents...the goal being to make sure we have enough volunteers to hit the road, sew stuff, help fix stuff. 

11) Recruit...can we set up booths at band shows? Any universities in the area we can develop relationships with? 

12) Member experience/retention...we want them to be challenged, learn, grow and have a positive experience.

13) Corps experience camps...for those who may not can march, but want to see what it is all about. Good way to generate extra money. 

I guess those are a few...

 

 

Edited by JKT90
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Not for profit organizations, especially ones with a large public image and brand, almost require one or two key, motivated, committed benefactor organizations to cover the majority of hard expenses. It's just not possible to raise millions $15 at a time. World class drum corps offer unique exposure, not just to fans but other potential business contacts. You have to find those people and companies that want to be a part of something special, long term, and are willing to make the vision of the corps their own company's vision.

I would also affirm that if you plan to be a world class corps, you have to hire people who are making performing arts a career. It cant be a hobby. It has to be a commitment. And you can't hire these highly qualified, creative, committed, motivated and energetic people without a reasonable commitment to salaries and benefits. Constantly begging people to work for less, get paid on an irregular schedule, or worse making people feel bad for expecting a fair income for their families, is bush league NFP stuff that never works long term.

Which goes back to my first point.

Finally, if I were going to do this, I would absolutely look for a plan that is year around. Not just during world class touring schedules. This is where organizations become stable and important members of their communities. This is one of the huge financial benefits of Blue Devils and YEA. 

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3 minutes ago, MikeRapp said:

Not for profit organizations, especially ones with a large public image and brand, almost require one or two key, motivated, committed benefactor organizations to cover the majority of hard expenses. It's just not possible to raise millions $15 at a time. World class drum corps offer unique exposure, not just to fans but other potential business contacts. You have to find those people and companies that want to be a part of something special, long term, and are willing to make the vision of the corps their own company's vision. - Inspire Arts & Music raised approx. $500,000 in corporate money at the Concert in the Park, last month

I would also affirm that if you plan to be a world class corps, you have to hire people who are making performing arts a career. It cant be a hobby. It has to be a commitment. And you can't hire these highly qualified, creative, committed, motivated and energetic people without a reasonable commitment to salaries and benefits. Constantly begging people to work for less, get paid on an irregular schedule, or worse making people feel bad for expecting a fair income for their families, is bush league NFP stuff that never works long term.

Which goes back to my first point.

Finally, if I were going to do this, I would absolutely look for a plan that is year around. Not just during world class touring schedules. This is where organizations become stable and important members of their communities. This is one of the huge financial benefits of Blue Devils and YEA. and now more recently - Inspire Arts & Music.

 

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