garfield Posted December 31, 2012 Author Share Posted December 31, 2012 I agree that financial responsibility and accountability is vital to the survival of a corps; but that was not your question. Your question was (why this corps doesn't seem to 'compete' with the other "big boys" when they seem to spend like one?) The answer is the flip side of the coin; human interaction and personality issues. Competitive prowess 'on the field' is about the human interaction while the financial accountability is about 'off the field' corporate stability. So they don't compete against the big boys because of their human interaction? How is their's different than PR, or Crown? Quote Link to comment Share on other sites More sharing options...
garfield Posted December 31, 2012 Author Share Posted December 31, 2012 The Crossmen Revenue Note: Crossmen's 2009 filing is in the "short form" version so some detail is not available. Note: Revenues are categorized as either "Contributions, gifts, grants, etc", "Program Service", or "Other Revenue". Contributions, gifts, grants, etc 2009: $31,853 2010: $66,161 2011: $70,986 Quote Link to comment Share on other sites More sharing options...
garfield Posted December 31, 2012 Author Share Posted December 31, 2012 The Crossmen (Sorry, forgot this earlier.) Statement of Program Service Accomplishments Note: The Crossmen list the A-corps, "Experience Camps", and "Experience Days" as accomplishments. 2009: Revenue: N/A, Expenses: $660,299 2010: Revenue: $673,074, Expenses: $661,178 2011: Revenue: $691,880, Expenses: $761,308 Quote Link to comment Share on other sites More sharing options...
garfield Posted December 31, 2012 Author Share Posted December 31, 2012 The Crossmen Revenue Program Service Revenue Registration/tuition 2009: $603,901 (this number is all program service, not broken out into these sub-categories) 2010: $611,181 2011: $631,010 Other Program Revenue 2009: N/A 2010: $16,795 2011: $6,664 Other Revenue 2009: $157,175 2010: $67,799 2011: $139,589 Quote Link to comment Share on other sites More sharing options...
Stu Posted December 31, 2012 Share Posted December 31, 2012 So they don't compete against the big boys because of their human interaction? How is their's different than PR, or Crown? A 'competitively successful' team has to have people engaging in human interaction with singleness of purpose to win, individual commitment to group effort for competitive success, a belief that if you accept hanging out near twelfth and thirteenth it becomes a habit, and that the common goal of competitive success is also a human interaction habit. The human interaction common goals for staff within the Colts have never been to 'win' or be 'highly competitive' but goals based on various other reasons; ergo they have never risen competitively to the top five even though they are financially there with some at the top. That is the difference. Quote Link to comment Share on other sites More sharing options...
Jeff Ream Posted December 31, 2012 Share Posted December 31, 2012 The Crossmen Revenue, Expenses, and Net Assets The Bottom Line Revenue 2009: $792,929 2010: $761,936 2011: $848,249 Expenses 2009: $808,963 2010: $769,649 2011: $844,463 Net Revenue (loss) 2009: ($16,034) a loss 2010: ($7,713) ditto 2011: $3,786 Net Assets 2009: ($24,357) more liabilities than assets 2010: ($25,157) ditto 2011: ($15,933) ditto odd. I thought the move to Texas was supposed to be better for them from the get go Quote Link to comment Share on other sites More sharing options...
garfield Posted December 31, 2012 Author Share Posted December 31, 2012 The Crossmen Expenses (Note: Each expense line item can be categorized in one or more of three definitions: "Program Service Expense (PSE)", "Management and Other Expense (MGE)", or "Fundraising Expense (FRE)".) (Note: Crossmen's 2009 report does not break down expenses into the above categories, but I'll report obvious totals as they are available.) Total Compensation (and benefits in 2009) 2009: $87,383 2010: PSE: $14,000, MGE: $52,000, Total: $66,000 2011: PSE: $12,831, MGE: $54,929, Total: $67,780 Camp Expenses 2009: Not identifiable 2010: PSE: $56,204 2011: PSE: $27,866 Spring Training 2009: Not identifiable 2010: PSE: $23,914 2011: PSE: $30,161 Note: There are many expense line entries that don't align, or aren't duplicated, year to year. Because of this fact I'll not report each line item and, instead, summarize the expenses by category in the next post. Quote Link to comment Share on other sites More sharing options...
garfield Posted December 31, 2012 Author Share Posted December 31, 2012 Before we finish up, one final detail about Expenses. Many people compare charitable organizations based on the amount of money that actually gets to the charitable purpose of the organization vs. the administrative expenses used to get the money there. The 990's provide a look at this comparison by requiring expenses to be categorized into two categories, Program Service Expenses and Management and General Expenses. For 2011, Total expenses were $9,429,827. Of that amount, $6,555,032 (69.5%) went to Program Service Expenses and $2,874,795 (30.5%) went to Management and General Expenses. In 2010, Total Expenses were $8,875,705. Of that, $5,768,844 (65%) was Program Service and $3,106,861 (35%) was Management and General. In 2009, Total Expenses were $8,542,134. $5,373,139 (62.4%) were Program Service and $3,168,985 (37.6%) were M&G. (Sorry, just realized the order by year is reversed from prior posts.) If this is a representation of efficiency, these numbers look pretty good. Seven percent more of DCI's Revenue was spent on Program Service in 2011 than in 2009, and Management and General expenses consumed less of the Revenue over these three years. This would be a good thing depending on where you stand and what's behind the numbers. More money going into Program (show) expenses could mean more money is being paid out to corps, or it could mean more money went into show production (like venue costs, etc). Anecdotally, I have noticed a decline in the number of attendants guarding the entrys to prevent fans from entering or leaving during a show. Those savings in venue costs (if my observation is a true representation) may mean the corps make more but the fans suffer more disruptions, for example. Without an explanation of Program Expenses there's no way to tell who got the benefit of DCI's greater management "efficiency". EDIT: If it's reasonable to presume that the corps benefited most from this increase in effeciency, I have to ask: What the heck are they complaining about? With all that DCI does to produce a tour (venue, rights, travel, etc) is it reasonable to think that a "Music in Motion" tour could be produced more efficiently? The Crossmen Program "Efficiency" (as defined above) 2009: Total Expenses, $808,963, not identifiable by category 2010: Of $769,649 in total expenses, $661,178 (85.6%) was PSE 2011: Of $844,463 in total expenses, $761,308 (90.1%) was PSE Quote Link to comment Share on other sites More sharing options...
garfield Posted December 31, 2012 Author Share Posted December 31, 2012 The Crossmen Balance Sheet Cash 2009: $32,444 2010: $12,588 2011: $10,436 Accounts Receivable 2009: $23,144 2010: $39,614 2011: $27,614 Inventories for sale or use 2009: $59,746 2010: $54,557 2011: $69,123 Land, Buildings, and equipment (at cost less accumulated depreciation) 2009: $233,852 2010: $204,784 2011: $247,723 Quote Link to comment Share on other sites More sharing options...
garfield Posted December 31, 2012 Author Share Posted December 31, 2012 The Crossmen Liabilities Accounts Payable 2009: $135,013 2010: $133,454 2011: $130,817 Payable to current and former officers, directors, trustees, etc 2009: $38.000 2010: $36,000 2011: $45,000 Note: These payables are to Fred Morrisson and his wife for personal loans to the corps Secured Mortgages and notes payable 2009: $200,530 2010: $177,246 2011: $195,012 Quote Link to comment Share on other sites More sharing options...
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