SYMPOSIUM ADDRESS DCI -- A SHIP IN STORM: Factors That Contributed to the Decline (1) of DCI Bill Cook A) Competition from other forms of entertainment -- e.g. professional sports, TV, and cars (joy riding.) (2) B) Increasing DCI BoD to 24/25 members -- too big to elicit consensus. C) DCI BoD (governing body) comprised of drum corps directors -- conflict of interest on virtually every issue. D) Retirement of Don Pesceone -- Before the 24/25 member DCI BoD, Executive Director had the power to decide popular & unpopular issues. Decisions were made in the BEST interest of DCI and activity. E) Loss of well-operated sanctioned shows. (3) F) Judging criteria that prevented experimentation. (4) G) Lack of understanding relative to what drum corps and DCI are. (5) H) No one today in DCI has quality control or accountability responsibility. No member of the BoD nor the Executive Director, nor an independent 'overseer' has or will take the responsibility for an action. (6) Discussion -- At one time DCI owned their own building (7), had a $200,000 "rainy day fund", a wonderful traveling championship, 5 excellent regional championships (8), a stable income stream, and an ED who had implied authority to make controversial decisions. Today, all of these assets are gone and the present Executive Director [Dan Acheson] has never been given enough authority to effect beneficial change (9). In the late 80s, a detailed marketing plan was created by some of the best volunteer advertising and marketing people available. The BoD did not accept the recommendations nor the costs involved to 'force' growth (10). When DCI was formed, the BoD and ED had a vision but when the older directors retired or died, the vision was lost. DCI was founded to promote drum corps performances. It could never be an organization to start drum corps or help failing drum corps. DCI's function was to operate and sanction drum corps performances AND NOTHING MORE. The drum corps activity, part of which was controlled by DCI, never had sufficient unity to provide a stable environment; there has never been a common cause or true definition of what drum really should be or is (11). Having watched and participated on [internet newsgroup] rec.arts.marching.drumcorps for four years, I have read about every imaginable definition but only a few are right on target. DCI has never lacked ideas to improve itself but collectively the governing body never granted authority to police, control, or direct it--a ship in a storm and without a master. Notes: 1. Lower income stream and decline in assets. For several years now, DCI has been using up its assets. 2. Simply put, an organization reacts to changing circumstances in a timely manner. Too much contemplation and procrastination have prevented timely changes. What is being considered now should have been considered and acted upon in 1988-90. DCI is seven years behind the power curve. 3. DCI really never took care of good sponsors, which is one of the main functions of DCI. 4. I do disagree with when and how rules are altered. Today and in the recent past, there is no accountability for DCI business decisions or field rule changes that adversely (or positively) impact the activity. When a mistake is made in DCI, there has never been anyone who stands ups and says: "it's my mistake." Usually the Executive Director gets the blame, gets pissed, or gets fired. And the BoD go home due to the press of business! 5. DCI exists to provide places to perform and to advertise/promote the activity -- nothing more and nothing less! But DCI has to have enough financial resources in order to accomplish its mission. You're talking about what the drum corps product might be, not what DCI's mission is. 6. Little or no attention has been given to what the organization has to have in order to succeed--no authority has been granted to anyone to effect quality control (assurance) measures within the organization, no authority has been granted to police the membership, and most importantly, no measures have been taken to prevent conflict of interest of corps directors. For example, If DCI needs financial resources to advertise and promote the activity and the corps directors see $200,000 in the bank that could be split up, who gets the money? Yeah, you're right -- the money goes back to the corps and DCI with their fan base gets screwed over again. 7. In no instance does the status (profit/nonprofit) of an organization make a difference relative to what the investment does. A building is an asset that 1) has value for loan purposes whenever necessary, 2) generates income from tenants and DCI occupancy, and 3) in most instances provides unearned increment when sold. Star (not-for-profit) and Cook (for profit) own buildings and both organizations use them to pyramid (increase) their assets further. DCI deserves to own assets that can be utilized to increase value of the organization. All DCI has now is rent and no asset. 8. The last DCI Mid-America made more profit than any DCI championship in the previous three years. The reason for the financial difference -- pure and simple! Investment in marketing, promotion, and knowing how to use it. Fans will come to see drum corps but there has to be a reason and they must never be taken for granted. 9. He's done a good job and more importantly, he has survived. Give him full authority (commissioner) and he'll get DCI back on top. 10. Correct the problem! The only good approach is give Dan the power to control [the BoD]. 11. It would be sort of neat if DCI and DCA would sit down together and decide how the two organizations could benefit one another through cooperating IN THE MARKETING AREA. It would be nice to see a few more "JOINT" shows. IMO, DCA has a terrific handle on how to produce with minimum assets.