Mike Walsh - your thoughts and comments are good ones.
On the unrelated business income issue, let me say I had nothing to do with the audit of the 2004 tax return. You can thank past President Jeff Huff and, I believe, some significant efforts from George W. Howard on that front. I was not involved at the time. I can tell you that our position for current returns is sound. Our allocation strategies are supported by a Private Letter Ruling and by the examination findings resulting from the 2004 returns. We did have a limited inquiry of certain payroll tax issues related to the 2009 tax return. This inquiry was generated as part of a random sample to gather compliance statistics, and not because of any items of concern on our return. During that inquiry, however, we were asked about our unrelated business income and the allocation strategies for revenues and costs. We provided complete responses and our approach and methodology were once again confirmed as correct.
Most of your comments, and much of the discussion here, center around whether we are a restoration and preservation Club, or we are a model business. I draw the conclusion from your comments and you feel the models tail is wagging the restoration and preservation dog. It also appears to me that you and many others have written off the existing business models and structures and feel we should start with a clean slate. Many participants in this discussion seem to agree.
My perspective is a little different than yours. I agree that the models are the tail. I don't feel that it is wagging the dog, however. Granted the models take some time and attention. They also, however, even today, generate large volumes of cash which subsidize the rest of the dog. We are used to dues in the range of $3.00 per month. For those dues, we are used to receiving a top flight, four color, well edited magazine. Granted the content could be better, a little more, or maybe a lot more, technical. We also receive a nice little website, nothing too exciting, an online store and a selection of Club merchandise for those who like that, and a great bulletin board where we can waste a lot of time and get a lot of help.
If we cut away the tail and abandoned the model program, we would not have the money to administer memberships, collect dues and perform the fundamental operations necessary to operate the Club. Assuming an all volunteer workforce, we need probably $10,000 per year to handle the supplies, pay the postage, maintain a basic database of members so we know who to mail the magazine to and when to stop sending it. We also need about $110,000 per year to publish, print and mail those magazines. We also need about $8,000 per year to maintain the website and bulletin board, ignoring upgrades and other stuff which will come up once in a while.
That puts our basic Club costs to operate, bare bones, no projects, no improvements, no support for restoration or preservation besides the magazine and website as they stand now at $128,000 per year, or about $42.00 per member per year. We would have no prospects for improvement, no staff to answer telephone calls or questions, no merchandise to sell, no ability to have national shows, local events or special events like the Members' Event we had in Peoria last April. I would contend that picture is the one with the Club circling the drain.
Instead, if we keep the tail on the dog, accept some diversion and consumption of resources, we can have all of the above, plus periodic improvements to the website, magazine, make or buy merchandise and make it available to the members, hold local and national events, foster development of local Chapters, and even have models available for those members and non-members who wish to buy them.
This year the models will have contributed $100,000 over and above membership dues. The models are the only reason we have a cash reserve of over $150,000 now, and another $550,000 in current assets which will turn back into cash, sooner or later. The models program has generated over $3.5 million in gross revenue for this Club since its inception. Much of that was reinvested to make more models and other merchandise, another significant amount was spent on other programs, improvements to the magazine or website and a lot was spent on basic Club operations. I won't argue that we probably spent more on administration and operations than we should in some years back in the high times before 2008. I don't feel, though that we were irresponsible though, either.
You and I are holding hands on the fact that what is best for the Club is absolutely not the same as what is best for Caterpillar, Inc. We are also in complete agreement that the models are an unrelated business interest, both from a tax standpoint and from a strategic standpoint. The models business is a true business which we run to benefit our members through improved cash flows which subsidize our core business.
As long as we maintain the Caterpillar name in the name of our organization, we will be beholden to Caterpillar, Inc., as they own that name and can relinquish our license to use it any time they like. That doesn't mean that we cow tow to them, but we do have to be considerate of their desires. We could abandon the models program and the name, but I would contend that at that point we would be circling the drain even faster.
I think all of us members need to be clear about what our business model is, why and how we get the resources we enjoy, and what are realistic ways to move from where we are to where we want to be. Cutting off the models and the name is not a viable business plan and it is difficult to see how we could make it one.
I'm all for making sure that we don't lose sight of the goal because of the models. I'm also all for finding other sources of revenue to support our operations. I'd even be happy abandoning the models and the name, if we had a way to keep the Club viable and vital. Someone needs to come up with the cash flow, though, or find a way to operate more leanly than we do, so that inflows balance outflows and there is enough operations left to attract people and keep the Club alive.
On the discounted parts issue, you have once again hit the nail squarely on the head. Caterpillar doesn't need to offer discounts, they sell plenty of parts already. We have talked about this concept with them, they don't want to impose a discount on their dealers, nor do they want to subsidize the discount. Even if they did want to do that, we would need to develop a way to identify our members so they could qualify for the discount. The best idea for that so far is to provide membership cards, which cost around $1.00 each, have to be imprinted, sorted, inserted into the proper magazine for mailing on an annual basis, or have to be mailed separately to each member, incurring extra postage. For 3,000 members, you're talking about another $3,000 to $6,000 in additional cost for a very limited return. We're working on this, and probably will find a solution, but it hasn't appeared yet.
It is fine to want to eliminate the tail, just recognize the other parts that go with it if we don't replace that tail with something else. I believe that there are ways to stay in the models business, make it more profitable and also buy us some time to shift strategies so that we can in a careful, reasoned manner, develop other sources of income to support our operations. I don't think that it is time to abandon ship, but if I'm wrong and you're right, we will become a very unattractive Club in the very short term after those changes are made.
Pete.