Pride Passion Professional

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1 TEXAS FOOTBALL CLUB Strategic Plan Spring 2013 Pride Passion Professional

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3 Table of Contents Texas Football Club... 4 Our Vision for Youth Sports Development... 4 Who is TFC?... 4 TFC as a Youth Development Organization... 5 TFC as a Recreation, Health and Fitness Organization... 6 TFC as a Service Organization... 7 TFC is a Premier Youth Soccer Organization... 8 Strategic Goals of the Club... 9 Headquarters Facility... 9 Partnerships and Sponsorships... 9 Organizational Capacity Establish and Maintain Customer Service Standards Grow the Brand Equity of TFC Continued Development of Community Service Initiatives Improve the Effectiveness of Local and Regional Competitive Events Action Plan Budgeting Revenue Development Expense Management Staffing Marketing and Branding Partner and Sponsor Development Capital Campaign Where We Are Today Club Composition Club Operating Budget Call to Action... 21

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5 Texas Football Club Our Vision for Youth Sports Development The development of a soccer player starts at a young age. Both a coach's and player s patience and emotional energy are key to molding young talent. In today s youth sports arena it is extremely difficult to develop and stay highly competitive with skills and team placement. Developing individual and team talent requires a balanced approach to building self-efficacy and competence on the field, and molding each player s dedication to sportsmanship and assertive competitiveness. Texas Football Club has found and focuses on that "gray" area between high competition and development for young players to create superb athletes and confident, responsible young adults. Who is TFC? Texas Football Club (TFC) was established in 2006 by the merger of Texas Spurs and Soccer America. Under the leadership of Ed Puskarich, Tim Trevino, and Mike Callahan, TFC was formed as a 501(c)3, non-profit organization, committed to youth development through competitive soccer. Since that time, TFC has grown to serve over 10,000 youth in 57 different cities in the Dallas-Fort Worth and Waco, Texas, and Shreveport, Louisiana areas. TFC has developed a youth sports program that assists to transform youth in both their athletic and personal lives. BOARD OF DIRECTORS The Club Board is dedicated to the enrichment of the soccer program, and business administration and sustainability of the Club. They are a mix of coaches, club founders, and parents that have several years experience of Club soccer, and contribute an added value to the Club and its future. Mike Callahan Club President Ed Puskarich Vice President Tim Trevino Secretary Armando Pelaez Director at Large Pam Polsky Club Administrator Deborah Puskarich Member at Large EXECUTIVE COACHING TEAM The Executive Coaching Staff of TFC is an assembled group of experienced coaches dedicated to the development and leadership goals of the Club. Executive positions enhance the areas of Coaching, Coaching Education, Academy Development, Technical and Tactical Aspects of Training and Business Affairs. Ed Puskarich Director of Coaching Tim Trevino Director Armando Pelaez Director of Soccer Development

6 COACHING STAFF TFC is very pleased with our assembled Coaching Staff. This diverse group of coaches provides an excellent atmosphere for development and training. A total coaching staff of 19 experienced and proven instructors oversees the program of 66 teams, including both Academy and Club programs. This is comprised of 40 boys teams and 26 girls teams. TFC as a Youth Development Organization TFC provides a unique opportunity for talented young male and female athletes to train under the guidance of professional coaches committed to improving the quality of youth soccer regionally, nationally, and internationally. The guiding premise is to involve community, parents, and youth in a soccer program that will allow everyone to benefit. As stated in its bylaws, Texas Football Club will foster and advance the cause of soccer, and will specifically support certain youth soccer teams. This support is designed around the objectives and goals detailed below. CLUB OBJECTIVES Training players in the most advanced skills of the game, in the best possible coaching environment. Providing players the opportunity to experience the highest levels of local, state, and regional competition. Introducing players to international competition & culture, through travel & hosting/housing international teams. Enhancing each player's love of the game. Supporting each player's dream of participation in competitive play. Sharing each player's pride in achieving new "personal bests". Providing a full service organization that provides safe, educational, and professional benefits to all family members. CLUB GOALS To award college scholarship to graduating high school seniors. Give each player the opportunity to travel to Europe and compete internationally. Provide specificity training for all players of all ages, male and female. Provide full size and small sided tournaments to better facilitate Club Objectives. Offer financial assistance and financial support for TFC members. Educate our families on the College recruiting and selection processes. Establish a disciplined environment for all TFC members.

7 TFC as a Recreation, Health and Fitness Organization In today s fast-paced society, youth can easily become susceptible to more sedentary lifestyles that threaten to diminish the long term health and physical abilities of our next generation of Americans. TFC provides a responsible, yet rigorous athletic program that engages kids in fitness, sport and overall healthy lifestyles. The club organizes and sponsors regular team practices and open skills sessions each week, as well as additional specialized trainings targeting specific positions and roles on the soccer field. TFC teams participate in league play throughout the entire year. Below are some of the core values of TFC coaching and player protection: Healthy diet and eating habits Managing high energy levels Protection from heat exhaustion and heat stroke Protection from injury Advancement of personal fitness and athletic abilities Speed and coordination Maneuverability and ball-handling skills Strategic thinking on the field Controlled risk taking Empathy towards other players

8 TFC as a Service Organization TFC not only builds great soccer players, but build great minds and leaders of the community. The Club is very proud of its support to the community, and the opportunity to build character in our players. TFC players, parents, partners, and volunteers have come together to support numerous organizations with thousands of dollars of donations, gifts, and volunteer time. Listed below are the organizations that we have recently supported through special events, fundraisers, gift campaigns, and volunteer service: VNA Meals on Wheels Adopt-a-way Meet and Greet the Troops Roy Ruffell Memorial Fund Toys for Tots Special Olympics North Texas Food Pantry Plano Food Pantry Buckner Shoe Drive Collin County Children's Advocacy Center Santa's Helpers Salvation Army Angel Tree Salvation Army Food Drive Susan G. Komen Foundation

9 TFC is a Premier Youth Soccer Organization There is tremendous competition in youth soccer in North Texas, but TFC emerges as a premier youth soccer organization because of its commitment to its players and families, dedication to youth development, and ongoing efforts in community service. TFC currently has over 1,000 players enrolled in the program, ranging from ages 5 to 17 years Over 10% of players / families participate in TFC with scholarship assistance provided by the Club TFC maintains a year-round professional coaching staff that is well respected around the United States TFC has expanded from North Texas to include clubs in Shreveport, Central Texas, and Northwest Texas TFC teams have routinely won regional, state and national titles TFC signs numerous players each year to recognized college teams TFC recruits relationships internationally for club and player notoriety Since 2010, TFC has placed over 100 graduating seniors in respected colleges and universities around the United States. In the last four years TFC players have secured over $7,000,000 in athletic and athletic academic scholarships to support the costs of their higher education experiences.

10 Strategic Goals of the Club TFC has grown rapidly into one the premier youth soccer organizations in North Texas, offering unparalleled value to youth and their families. TFC provides an integrated experience of personal growth in athletic skills and abilities, as well as character development through both sportsmanship and community service. This has purposefully been the strategic approach of TFC as an organization. TFC is at a critical juncture in its growth. There are multiple strategic goals the club strives to achieve over the next five years. These goals are detailed below not in priority order. Headquarters Facility TFC desired to ultimately own a facility that will allow the club to facilitate sport and fitness activities for youth and their families. This is envisioned to be a full service facility that includes fitness areas, food service, athletic facilities, sport science and rehabilitation center, residential dormitory space, administrative areas, and retail shop. This is a facility that must operate at full cost recovery from earned revenues generated through facility usage, services and programs, and facility sponsorships. Partnerships and Sponsorships TFC wishes to significantly grow the role and value of partnerships and sponsors in the organization. Development of sustainable partnerships and sponsors will be pursued in the following areas: 1. Foreign Player Exchange 2. Association League Partnerships 3. Foundations 4. Industry-based sponsors o Uniform and Equipment Manufacturers o Sports and Athletic Retailers o Financial Institutions o Lodging Partners/Sponsors o Travel Industry Sponsors o Food and Beverage Sponsors o Technology Sponsors o Automotive Sponsors o General Retail Sponsors o Media sponsor

11 The table below details annual goals in this strategic area of focus. Annual Period First Fiscal Year Goal Secure the following partners/sponsors: 1. Financial institution sponsors 2. Food and beverage sponsors 3. Automotive sponsor 4. Foundation partners 5. Uniform and equipment manufacturer sponsors Funding and support from these partners and sponsors will be directed at: Third Fiscal year Player financial aid College scholarships Event costs General operating expenses Capital campaign start-up Marketing and branding Expansion of the previous year s achievements, with the additional recruitment of the following partners/sponsors: 1. Lodging and Travel industry Sponsors 2. Sport and Athletic Retailers 3. General Retail Sponsors 4. Media Sponsors Funding and support from these partners and sponsors will be directed at: Fifth Fiscal Year Player financial aid College scholarships Event costs General operating expenses Marketing and branding Capital campaign Annual endowment By the fifth fiscal year, the partnership and sponsor goals of TFC will include the continuation of achievements previous years, with the additional focus on the following: Foreign player exchange Association leagues management

12 Organizational Capacity Many of the strategic goals of TFC require additional resources than the current organization can support. Subsequently, it is a goal of the club to recruit development and sponsorship representatives to be a dedicated resource to obtain the partnership and sponsorship goals over the next five years. Establish and Maintain Customer Service Standards Superb customer service is a core value of TFC for both players and their families. As the club grows, the development and maintenance of customer service standards will help to establish and maintain strong working relationships between club leadership, coaches, team managers, and parents. The following areas of focus will be addressed in customer service standards: a. Team/parent communication b. Team schedule availability c. Response to questions and concerns d. Customer service training and expectations for coaches and managers Grow the Brand Equity of TFC It is a major goal of the club to expand and grow the equity of the TFC brand regionally over the next three to five years. This involves enhancing the notoriety, awareness, and perception of quality of TFC as a youth sports development organization and soccer club in Texas, Louisiana and the surrounding region. Continued Development of Community Service Initiatives The value of the youth experience in TFC includes the element of community service that is a part of the foundation of the club s philosophy. In order to expand community service projects and events, TFC needs to develop a strong partnership with a support and enabling organization. This partnership will support community service initiatives financially and through in-kind resources. Improve the Effectiveness of Local and Regional Competitive Events TFC currently hosts and organizes multiple events throughout each year to engage players of the club, teams from other clubs, and the community at large. These events require substantial effort and resources to facilitate and are an important component to the club s success. The outcomes and effectiveness of these events to expand the overall strategic goals of TFC can be improved with focus in the following areas: a. Improved publicity and communication b. Increase timetable of event planning c. Expanded sponsors for events d. Continued event quality

13 Action Plan The action plan detailed below and on the following pages reflects the realistic and pragmatic steps required to achieve the strategic goals of the club. Budgeting Action 1. Develop an annual budget that reflects accounting best practices, and includes: a. Planned expenses linked to activities and functions of the club b. Conservative revenue estimates c. Monthly cash flow 2. Develop a budgeting process and policies that incorporates participation by the Board of Directors, and requires Board approval a minimum of one month prior to the start of the fiscal year for which the budget applies. Variance from the approved budget during the operational year requires Board approval. 3. Link the operational budget of TFC to work and action plans in the following areas: a. Club management b. Events c. Marketing and outreach d. Fund and Partner Development e. Capital Campaign 4. Develop and maintain a pro forma forecast for five years beyond the current fiscal year. Priority Level Moderate

14 Revenue Development Action 1. Formalize revenue development strategies to include more deliberate efforts to grow earned revenues in the following categories: a. Club tuition b. Camps and events c. Sponsorships d. Fund development 2. Track annual volunteer hours and assign an inkind revenue value based on the current rate for volunteers recognized by the U.S. Department of Labor. 3. Establish annual revenue goals in the areas defined above and track progress in these goals quarterly. 4. Enhance club tuition revenue by utilizing dedicated fees for strategic initiatives that reflect the proper pricing elasticity and market threshold of TFC, but create additional dedicated revenues streams. These funds should be protected in a separate escrow account, and be considered in the following areas: a. Capital improvement fee b. Community service support fee 5. Develop a revenue plan for enhancing revenue over the next five to ten years through multiple revenue streams. Priority Level

15 Expense Management Action 1. Adhere to budget policies of the organization for expense management, including requirement of Board approval for variance from the approved budget of a fiscal year. 2. Manage labor costs of the organization to not exceed 65% of total operational costs each year. 3. Dedicated a minimum of 3-5% of annual operational costs to specific marketing and branding efforts. Priority Level 4. Track and monitor expenses monthly.

16 Staffing Action 1. Develop a staffing plan for addressing the daily management requirements and strategic goals of the organization. This should include sufficient staffing to perform the following duties: a. Club administration b. Coaching c. Marketing and branding d. Fund and partnership development e. Community service f. Club finance management 2. Prioritize human resource needs beyond the current organization for action in either hiring staff or contractors in the following areas: a. Reduce coaching demands of executive team b. Additional support for fund and partnership development c. Additional support for marketing and branding 3. Develop an action plan for pursuing more consistent employment support for staff including, but not limited to: a. Employment versus contract arrangements b. Performance management c. Employment benefits and insurance d. Incentives for excellence Priority Level Moderate

17 Marketing and Branding Action 1. Develop a Marketing & Branding Plan that supports the strategic objectives of the Club: a. Create Formal Brand Positioning Statement b. Create annual marketing and PR plan calendar (prioritization of events) c. Create timelines for execution of all marketing events with necessary planning time for flawless execution d. Evaluate annual marketing plan calendar and establish advertising and public relations plan to proactively promote the Club to enhance the Club s profile regionally/nationally e. Establish accessible location for housing of all Club Marketing materials. All members to draw materials from central location for consistent branding message f. Develop formalized Sponsorship and Partnership Plan (see separate section) g. Establish Internal Communications Plan Priority Level 2. Create and Adequately Fund Marketing Budget 3. Develop Collateral Materials to Support All Club Marketing Activity: a. Audio/Visual Element (Video) b. Media Kit including new letterhead, etc. c. Solicitation Templates for Sponsorship, Financial Aid, Club Activities (need for consistent usage across club) d. Template for PR releases e. Full website review with necessary enhancements

18 Partner and Sponsor Development Action 1. Create a Partner and Sponsor Plan: a. Establish Goals/Schedule for Partnership and Sponsorship solicitation b. Develop a target list of potential sponsor and partner contacts within each area of focus identified in this plan c. Create consistent benefits package options for targets d. Establish human resources necessary to execute plan e. Prioritize action items and strategies to execute against established goals and financial targets set forth in annual plan above 2. Improve the description and quantification of partner/sponsor benefits linked to opportunities to invest in TFC. 3. Establish a Partner and Sponsor Development Committee to serve in an advisory capacity to the Board of Directors, with a clear project leader to manage and coordinate the Club s overall implementation of the Partner and Sponsor Plan. 4. Identify social and professional stratification of club membership in order to identify the best members of the Partner and Sponsor Development Committee. 5. Maintain an updated annual action plan of priorities for partner and sponsorship development, and provide semi-annual reporting of success against those goals. Priority Level Moderate

19 Capital Campaign Action 1. Establish short term and long term goals for the use of investments obtained through a capital campaign. 2. Conduct a development and operational feasibility evaluation of facility and infrastructure development goals of the capital plan. 3. Conduct a feasibility evaluation of the fund raising requirements of the capital campaign. 4. Establish necessary financial partners (advisers, institutional partners) to manage the capital campaign. 5. Identify targets for capital campaign funding. Assign coordination responsibility for pursuit of capital campaign funding to the Partner and Sponsor Development Committee of the Board of Directors. Priority Level

20 Allen Anna Argyle Aubrey Bells Burleson Calera, OK Carrollton Celina Coppell Dallas Denison Denton Fairview Flower Mound Frisco Gainsville Garland Grapevine Greenville Heath Irving Ivanhoe Lantana Lewisville Little Elm Lucas McKinney Melissa Mesquite Murphy Parker Plano Princeton Prosper Quinlin Richardson Rockwall Rowlett Sachse Sherman Southlake The Colony Tyler Weston Wylie Where We Are Today Club Composition TFC club composition quick facts: Club membership expands the entire DFW metro-plex and northeast Texas from Burleson, and Tyler, Texas to as far north as Calera, OK. There are over 550 club families, and over 200 academy families. 64% of club membership is from Plano, Allen, McKinney, and Frisco. 160 TFC Club Membership by City

21 Club Operating Budget REVENUES Revenue % of Total Team Fees 65.7% Uniforms 10.9% Events/Sales/Merchandise 4.7% TFC Academy 0.6% TFC Shreveport 0.4% Sponsorships 2.5% Field Investments 15.3% Total Revenue 100% TFC Club Revenues 2.5% 0.4% 0.6% 4.7% 10.9% 15.3% 65.7% Team Fees Uniforms Events/Sales/Merchandise TFC Academy TFC Shreveport Sponsorships Field Investments EXPENSES Expense % of Total Salaries 48.1% Financial Assistance 3.8% Operating Expenses 18.0% Field Maintenance 7.4% WPSL/USL 2.0% Bad Debt 1.3% Coaching Education/Development 0.5% Uniform Costs 8.6% Tournament/League Fees 9.4% Capital Campaign 1.0% Total Expenes 100% TFC Club Expenses 9.4% 1.0% 2.0% 1.3% 0.5% 7.4% 8.6% 18.0% 48.1% Salaries Financial Assistance Operating Expenses Field Maintenance WPSL/USL Bad Debt Coaching Education/Development Uniform Costs Tournament/League Fees Capital Campaign 3.8%

22 Call to Action This Strategic Plan reflects the vision and ambition of Texas Football Club to become and remain the high quality youth soccer development organization in the Southwest. There are key aspects of this plan that will require the investment and engagement of all members and their families, external stakeholders, partners and sponsors. Below are some closing thoughts and goals that are provided to help inspire the next steps in implementing this strategic plan. Grow Player Financial Aid The value of the TFC experience needs to be available to players of the right skill, ability and character, regardless of financial means. The Club is committed to increase the accessibility of our programs through aggressive growth in our financial aid. This is reflected in the graph below. TFC Annual Player Financial Aid Goal $120,000 $100,000 $104,000 $108,000 $100,000 $80,000 $75,000 $60,000 $40,000 $20,000 $ Make a Capital Campaign a Reality Many of the most ambitious goals of TFC involve the development and sustainable operations of a headquarters facility as outlined in this plan. As an initial goal for capital campaign fundraising, the graph below details how each year steps can be made towards these objectives. TFC Cumulative Capital Campaign Fundraising Account Balance $290,000 $300,000 $250,000 $200,000 $150,000 $110,000 $200,000 Note: These projections are based on $45,000 raised annually through a capital facility fee, and 100% matching funds each year from external sources. $100,000 $50,000 $20,000 $

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