| 2003 | 2004 | 2004 | Variance | 2005 | |
| Actual | Budget | Actual | Fav/(Unfav) | Budget | |
| $M | $M | $M | $M | $M | |
| Football Income | 4.2 | 4.8 | 4.5 | (0.3) | 4.6 |
| Membership Income | 3.6 | 4.3 | 4.1 | (0.2) | 4.2 |
| Match Day Income | 1.3 | 1.4 | 1.7 | 0.3 | 1.6 |
| Merchandise Income | 0.2 | 0.2 | 0.2 | 0.0 | 0.2 |
| Corporate Income | 4.6 | 5.5 | 3.9 | (1.6) | 4.3 |
| Event & Function Income | 1.1 | 1.3 | 1.2 | (0.1) | 1.2 |
| Other Income | 0.5 | 0.3 | 0.1 | (0.2) | 0.0 |
| Communication Income | 0.3 | 0.3 | 0.3 | 0.0 | 0.3 |
| Total Income | 15.9 | 18.1 | 16.0 | (2.1) | 16.4 |
| Football Expenditure | 10.2 | 10.1 | 10.6 | (0.5) | 9.8 |
| Membership Expenditure | 1.6 | 2.3 | 2.2 | 0.1 | 1.7 |
| Match Day Expenditure | 0.1 | 0.1 | 0.1 | 0.0 | 0.1 |
| Corporate Expenditure | 2.2 | 2.4 | 2.0 | 0.4 | 1.7 |
| Event & Function Expenditure | 0.7 | 0.5 | 0.6 | (0.1) | 0.6 |
| Other Expenditure | 0.5 | 0.6 | 0.5 | 0.1 | 0.5 |
| Communication Expenditure | 0.4 | 0.4 | 0.3 | 0.1 | 0.2 |
| Property | 0.6 | 0.7 | 0.7 | 0.0 | 0.7 |
| Administration | 1.1 | 1.2 | 1.5 | (0.3) | 1.6 |
| Total Expenditure | 17.4 | 18.3 | 18.5 | (0.2) | 16.9 |
| Surplus / (Deficit) | (1.5) | (0.2) | (2.5) | (2.2) | (0.5) |
| Social Clubs (1) | 0.2 | 0.4 | 0.1 | (0.4) | 0.2 |
| Operating Profit / (Loss) | (1.3) | 0.2 | (2.4) | (2.6) | (0.3) |
| JDF Net Income | 0.5 | 0.2 | 0.2 | 0.0 | 0.1 |
| Net Profit / (Loss) | (0.8 ) | 0.4 | (2.2) | (2.6) | (0.2) |
| Variance | Reason | |
| Fav/(Unfav) | for | |
| $M | Variance | |
| Original 2004 | 0.4 | |
| Forecast Surplus | ||
| Significant Variations | ||
| Football Income | (0.3) | Optimistic revenue targets associated with the sale of football "experiences". Revenues were also negatively impacted upon by poor on-field performance. |
| Match Day Income | 0.3 | Conservative forecast match day attendances were exceeded. |
| Nett Corporate Income | (1.1) | Optimistic revenue targets associated with sales of sponsorship, coteries, and corporate hospitality. Revenues also negatively impacted by poor on-field performance. |
| Nett Event & Function Income | (0.3) | Optimistic revenue targets, particularly related to Grand Final week activities. |
| Football Department | (0.5) | Higher player and staffing Expenditure costs than forecast. Player and registration fees exceeded budget as a result of the youth policy adopted. |
| Administration | (0.3) | Finance costs exceeded Expenditure budget as a result of extended overdraft facilities. |
| Nett Social Club | (0.5) | Proceeds generated from Income gaming continue to decline in line with overall market conditions. In 2001, the Club generated net income in excess of $800,000 from gaming activities. In 2004, gaming activities generated net income of $85,000. |
| Other Variances | 0.1 | |
| 2004 Loss | (2.2) |
TREASURER'S REPORT
Merchandise Income 0.2 0.2 0.2 0.0 0.2
Just think Clubs like the Saints, Pies and Dons make over a $1 million a year in merchandise sales