Greater Cleveland Sports Commission

What it reported doing in 2024

See schedule ogreater cleveland sports commission (gcsc)'s mission is to measurably improve the economy of greater cleveland and enrich the community by attracting, creating, managing, and enhancing significant sporting and competitive events. Gcsc takes the unique approach of becoming a management and financial partner in each event with the goal of producing events that are more successful in cleveland than other cities in which they have been held. Gcsc is a section 501(c)(3) not-for-profit organization governed by a committed group of trustees representing some of the region's most esteemed private, public and not-for-profit institutions. The organization's full-time staff oversees sports development, marketing, communications, fundraising and events management. We have experienced tremendous growth and the entrepreneurial spirit abounds within the organization. Gcsc is funded by contributions from the board of trustees, an annual benefit, the greater cleveland sports awards, fees from a partnership with the Ohio bureau of motor vehicles, revenue earned from events, foundations and public support from cuyahoga county and the city of cleveland. Gcsc board members enthusiastically support the organization's operating budget with 100% of the board participating in the corporate membership program or providing budget-reducing value in kind annually. Originally formed in 1993, gcsc was re-founded in 2000. Since that time, gcsc has been directly responsible for attracting and creating over 260 sporting events and activities to the greater cleveland area, generating more than $960 million in economic impact. Gcsc has established itself as a revenue-generating entity that has become an integral part of cleveland's economic future. Sports commission events have rapidly become valued community assets. While sports commission events mean tens of millions of annual dollars to the local economy, they also add much more. Cleveland has been featured on dozens of hours of national television programs and more than 1,000,000 fans have seen the excitement of a variety of sports competitions. Youth and community outreach programs are routinely planned to enhance community impact. As an economic impact study conducted by the csu levin college of urban affairs for the international children's games (2004) concluded, "the games produced substantial non-pecuniary gains that could prove more important for the city and region in the long run. They provided an opportunity for people who had never been to the region and would not have visited otherwise to experience an exciting, diverse, and friendly city. Likewise, local visitors and volunteers to the events reported that their own impressions of the city and region had improved because of their positive experience. Their pride in the region increased and they are more appreciative of the region's assets." gcsc also sponsors youth education through sports (yes) programs, which have three goals: to provide children with an opportunity for physical activity; to allow access to unique experiences; and to offer health and wellness education. There are generally 5-7 yes programs held annually, depending on the slate of events in that year. During 2024, 1,948 volunteers provided 18,860 hours and 3,838 completed shifts for 8 events: 24th annual sports awards, ncaa division ii swimming and diving championship, ncaa women's basketball final four, pan american masters games, world yoyo contest, tennis in the land, ncaa division i xc regional, and pickle in the land.

Financial Efficiency

• Mission deployment rate: 100%; rating input score 100
• Program expense ratio: 92.1%; rating input score 92
• Fundraising efficiency: $25.02 raised per $1 spent on fundraising; rating input score 65; 65th percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: 2 of 6 controls in place; rating input score 33
  • Compensation committee: Missing
  • Independent consultant: Missing
  • Other Form 990s reviewed: Missing
  • Written employment contract: Missing
  • Compensation survey or study: Pass
  • Board or committee approval: Pass
• Foreign activity oversight: Limited
• Grant itemization coverage: 100%; rating input score 100; 72nd percentile among comparable filings
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 7 of 8 controls in place; rating input score 88
  • Conflict-of-interest policy: Pass
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: Fail
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: -41.2%; rating input score 3; 3rd percentile among comparable filings
• Total-asset coverage ratio: 0.29; rating input score 9; 9th percentile among comparable filings
• Liabilities to assets ratio: 0.36; rating input score 29; 29th percentile among comparable filings
• Officer compensation ratio: 14.6%; rating input score 19; 19th percentile among comparable filings

Growth

• Program expense growth: 10% per year; rating input score 100; 64th percentile among comparable filings
• Revenue growth: 5.6% per year; rating input score 100; 45th percentile among comparable filings
• Asset growth: 13.1% per year; rating input score 100; 69th percentile among comparable filings