Post on 12-Sep-2021
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.