Recommended Posts

The Cascades

Revenue, Expenses, and Net Assets

The Bottom Line

Total Revenue

2009: $329,800

2010: $408,274

2011: $444,405

Total Expense

2009: $339,054

2010: $394,862

2011: $378,546

Total Net Revenue (loss)

2009: ($9,254) a loss

2010: $13,412

2011: $65,859

Net Assets

2009: ($3,657) more liabilities than assets

2010: $9,755

2011: $75,605

Observation: From the brink of collapse to positive revenues and the beginnings of a nest egg in 3 years. Although they don't yet have one season's expenses in the bank, their revenues are growing and they have obviously turned a positive corner by spending less than they're bringing in.

Congrats to the leadership and to the members, staff, and volunteers who have stayed with this die-hard organization.

Edited by garfield

Share this post


Link to post
Share on other sites

The Cascades

Observation: From the brink of collapse to positive revenues and the beginnings of a nest egg in 3 years. Although they don't yet have one season's expenses in the bank, their revenues are growing and they have obviously turned a positive corner by spending less than they're bringing in.

For sure; and if/when this corps gets back to being more competitive they will truly be one of the coolest turn-around stories in the modern drum corps era. I think Cascade's leadership has done an incredible keeping focused on financial viability vs "put all our eggs into being competitive in hopes that success = more kids trying out = more $$" :thumbup:

Congrats to the leadership and to the members, staff, and volunteers who have stayed with this die-hard organization.

This is such an under appreciated group of people, and probably a not-as-commonly praised bunch of folks. It's easy to praise the leadership and management team that has done a great job balancing the books and bringing the corps back from the brink of financial ruin. And FWIW all of that praise is earned!

But for the corps to keep on the road, it also needs staff working to put a product on the field, members giving their time and effort into making the corps great, and volunteers doing all the behind-the-scenes stuff. Props to all involved, Cascades! I hope your director is in contact with Glassmen helping to give ideas on how succeed the rebuilding

Share this post


Link to post
Share on other sites

The Cascades

Statement of Program Service Accomplishments

Note: Cascades list the A-corps in 2009 and the Northwest Youth Music Association, the A-corps, and the winter guard in 2011.

Also of note are these other statements: "...cooperates in a partnership with the Rotary Club "Music for Life" Program that donated monies and horns to the Seattle School District.", and "The organization's partners in education programs loaned instrtuments to almost a dozen differen high school marching bands..."

2009: Revenue: N/A, Expenses: $319,287

2010: Revenue: N/A, Expenses: $383,688

2011: Revenue: N/A, Expenses: $353,994

Share this post


Link to post
Share on other sites

The Cascades

Statement of Revenue

Note: Revenues are divided among three major categories: "Contributions, gifts, grants, etc", "Program Service Revenue", and "Other Revenue".

Contributions, gifts, grants, etc

All Other contribtutions, gifts, grants, etc

2009: $14,668

2010: $73,886

2011: $38,868 (total)

Share this post


Link to post
Share on other sites

The Cascades

Statement of Revenue

Program Service Revenue

Tuition Fees

2009: $151,832

2010: $165,063

2011: $180,987

Ticket Sales

2009: $46,151

2010: $36,537

2011: N/A (Note: "Show Income" listed at $7,889)

Note: 2011 income is "netted" (after expense) while '09 and '10 are not

Performance Fees

2009: $45,275

2010: $57,742

2011: $62,007

Sponsorships

2009: $16,570

2010: $12,325

2011: Not Reported

Camp Fees

2009: $15,527

2010: $22,235

2011: $35,015

Observation: If "Camp Fees" reflects either higher camp costs per student or more students trying out, both explanations bode well for Cascades tryouts.

Total Program Service Revenue

2009: $281,935

2010: $300,722

2011: $310,781

Edited by garfield

Share this post


Link to post
Share on other sites

The Cascades

Other Income

Net Income from Fundraising events

2009: $30,793

2010: $32,546

2011: $49,554

Net Income from sales of Inventory

2009: ($1,936) a loss

2010: $601

2011: $10,006

Note: Although "inventory" has typically been (or included) souvies, it's not possible to tell if this is true in Cascades' case.

Miscellaneous Revenue

2009: Stadium Fees: $2,200, Admin. Income: $1,700

2010: Misc: $519

2011: Write off of unpaid bills: $33,945, Misc.: $1,251

Share this post


Link to post
Share on other sites

The Cascades

Miscellaneous Revenue

2011: Write off of unpaid bills: $33,945, Misc.: $1,251

That $34k writeoff is over half of their net income for the year.

Share this post


Link to post
Share on other sites

That $34k writeoff is over half of their net income for the year.

True. And "Unpaid bills" may be synonymous with "Forgiven Bills" in this case.

Share this post


Link to post
Share on other sites

The Cascades

Statement of Functional Expenses

(Note: Expense line items are categorized into one or more of three expense types: "Program Service Expense (PSE)", "Management and General Expense (MGE)", and "Fundraising Expense (FRE)".

Grants and other assistance to governments and organizations in the U.S.

2009: PSE: $15,238 (To Seattle Public Schools)

2010: $0

2011: $0

Other Salaries and wages

2009: PSE: $28,906

2010: PSE: $31,799, MGE: $6,000, Total: $37,799

2011: PSE: $30,646

Travel

2009: $0

2010: $0

2011: PSE: $214,911, MGE: $1,531, Total $214,911

Note: 2009 and 2010 itemized tour expenses (see below), 2011 did not.

Charter Bus Rental

2009: PSE: $82,480

2010: PSE: $87,650

2011: $0

Tour Expenses

2009: PSE: $36,129

2010: PSE: $43,078

2011: $0

Travel - Fuel

2009: PSE: $19,231

2010: PSE: $25,234

2011: $0

Other Expense

2009: Vehicle Expense: $27,484, DCI Expense: $17,100

2010: Supplies: $19,145, DCI Contracts: $29,000

2011: Camp Food: $10,769, Show Design Fees: $10,700, Color Guard Supplies: $10,491, Driver Fees: $7,573

Share this post


Link to post
Share on other sites

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 Cascades

Program Service "efficiency" (as defined above)

2009: Of $339,054 in Total Expenses, $319,287 (94%) was PSE

2010: Of $394,862 in Total Expenses, $383,688 (97%) was PSE

2011: Of $378,546 in Total Expenses, $353,944 (93.5%) was PSE

Share this post


Link to post
Share on other sites

Join the conversation

You can post now and register later. If you have an account, sign in now to post with your account.

Guest
Reply to this topic...

×   Pasted as rich text.   Paste as plain text instead

  Only 75 emoji are allowed.

×   Your link has been automatically embedded.   Display as a link instead

×   Your previous content has been restored.   Clear editor

×   You cannot paste images directly. Upload or insert images from URL.


  • Recently Browsing   0 members

    No registered users viewing this page.