TEXAS FOOTBALL CLUB Strategic Plan

Pride Passion

Professional

Spring 2013

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 ........................................................................................................................................... 11

Establish and Maintain Customer Service Standards .............................................................................................. 11

Grow the Brand Equity of TFC ................................................................................................................................. 11

Continued Development of Community Service Initiatives ..................................................................................... 11

Improve the Effectiveness of Local and Regional Competitive Events .................................................................... 11

Action Plan .......................................................................................................................................................... 12

Budgeting ................................................................................................................................................................. 12

Revenue Development ............................................................................................................................................ 13

Expense Management ............................................................................................................................................. 14

Staffing ..................................................................................................................................................................... 15

Marketing and Branding .......................................................................................................................................... 16

Partner and Sponsor Development ......................................................................................................................... 17

Capital Campaign ..................................................................................................................................................... 18

Where We Are Today ........................................................................................................................................... 19

Club Composition .................................................................................................................................................... 19

Club Operating Budget ............................................................................................................................................ 19

Call to Action ....................................................................................................................................................... 21

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

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.

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

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-Highway

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

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.

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

The table below details annual goals in this strategic area of focus.

Annual Period Goal First Fiscal Year 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:

Player financial aid

College scholarships

Event costs

General operating expenses

Capital campaign start-up

Marketing and branding

Third Fiscal year 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:

Player financial aid

College scholarships

Event costs

General operating expenses

Marketing and branding

Capital campaign

Annual endowment

Fifth Fiscal Year 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

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

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 Priority Level

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

High

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.

High

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

High

4. Develop and maintain a pro forma forecast for

five years beyond the current fiscal year. Moderate

Revenue Development

Action Priority Level

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

High

2. Track annual volunteer hours and assign an in-

kind revenue value based on the current rate

for volunteers recognized by the U.S.

Department of Labor.

High

3. Establish annual revenue goals in the areas

defined above and track progress in these

goals quarterly.

High

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

High

5. Develop a revenue plan for enhancing revenue

over the next five to ten years through

multiple revenue streams.

High

Expense Management

Action Priority Level

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.

High

2. Manage labor costs of the organization to not

exceed 65% of total operational costs each

year.

High

3. Dedicated a minimum of 3-5% of annual

operational costs to specific marketing and

branding efforts.

High

4. Track and monitor expenses monthly. High

Staffing

Action Priority Level

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

High

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

High

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

Moderate

Marketing and Branding

Action Priority Level

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

High

2. Create and Adequately Fund Marketing Budget High

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

High

Partner and Sponsor Development

Action Priority Level

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

High

2. Improve the description and quantification of

partner/sponsor benefits linked to

opportunities to invest in TFC.

High

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.

High

4. Identify social and professional stratification of

club membership in order to identify the best

members of the Partner and Sponsor

Development Committee.

High

5. Maintain an updated annual action plan of

priorities for partner and sponsorship

development, and provide semi-annual

reporting of success against those goals.

Moderate

Capital Campaign

Action Priority Level

1. Establish short term and long term goals for

the use of investments obtained through a

capital campaign.

High

2. Conduct a development and operational

feasibility evaluation of facility and

infrastructure development goals of the capital

plan.

High

3. Conduct a feasibility evaluation of the fund

raising requirements of the capital campaign. High

4. Establish necessary financial partners (advisers,

institutional partners) to manage the capital

campaign.

High

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.

High

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.

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TFC Club Membership by City

Club Operating Budget

REVENUES

EXPENSES

$1,346,514

$222,750

$95,600

$12,000

$7,500

$51,500 $312,580

TFC Club Revenues

Team Fees

Uniforms

Events/Sales/Merchandise

TFC Academy

TFC Shreveport

Sponsorships

Field Investments

Total Revenues: $2,048,444

Revenue Annual % of Total

Team Fees 1,346,514$ 65.733%

Uniforms 222,750$ 10.874%

Events/Sales/Merchandise 95,600$ 4.666%

TFC Academy 12,000$ 0.585%

TFC Shreveport 7,500$ 0.366%

Sponsorships 51,500$ 2.514%

Field Investments 312,580$ 15.260%

Total Revenue 2,048,444$ 100%

Expense Annual Total % of Total

Salaries 985,000$ 48.085%

Financial Assistance 77,481$ 3.782%

Operating Expenses 369,265$ 18.026%

Field Maintenance 151,230$ 7.383%

WPSL/USL 40,000$ 1.952%

Bad Debt 26,883$ 1.312%

Coaching Education/Development 10,000$ 0.488%

Uniform Costs 175,150$ 8.550%

Tournament/League Fees 193,435$ 9.443%

Capital Campaign 20,000$ 0.976%

Total Expenes 2,048,444$ 100%

$985,000

$77,481

$369,265

$151,230

$40,000

$26,883

$10,000

$175,150

$193,435 $20,000

TFC Club Expenses

Salaries

Financial Assistance

Operating Expenses

Field Maintenance

WPSL/USL

Bad Debt

Coaching Education/Development

Uniform Costs

Tournament/League Fees

Capital Campaign

Total Expenses: $2,048,444

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.

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.

$0

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

2012 2013 2014 2015

$75,000

$100,000 $104,000 $108,000

TFC Annual Player Financial Aid Goal

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

2012 2013 2014 2015

$20,000

$110,000

$200,000

$290,000

TFC Cumulative Capital Campaign Fundraising Account Balance

Note: These projections are based on $45,000 raised annually through a capital facility fee, and 100% matching funds each year from external sources.