KSC Strategic Plan 1

Running header: KSC STRATEGIC PLAN

A Strategic Plan for the Kirkwood Soccer Club

Joseph R. O’Donnell

Thomas J. Henry

Larry A. Guinan

Neumann College

KSC Strategic Plan 2

Table of Contents

Abstract 3 Executive Summary 4 Introduction 5 History of the Kirkwood Soccer Club 6 Current State of the Kirkwood Soccer Club 12 Current Mission Statement 15 Revised Mission Statement 17 Vision Statement 19 Facility Overview 21 Overview of Programs 25 Kirkwood Tournaments 26 Non-Soccer Programs 27 Community Service Programs 28 Kirkwood Scholarship Program 30 Critical Partner Relationships 36 SWOT Analysis 40 Top Issues and Challenges for the Organization 43 Strategic Plan and Initiatives 55 Refocus Leadership 55 Hire a Marketing Professional 56 Implement Formalized Fundraising Program 61 Evaluate New Business Opportunities 63 Establish Ethics Committee 66 Develop Board Diversification Plan 67 Establish Relationship Management Program 69 Build Partnership With Local Schools 71 Hire External HR Vendor 72 Expand Risk Management Program 73 Re-engineer Organizational Structure 75 Engage in Competitive Analysis 77 Responsibility Matrix and Planning Calendar 79 Financial Management and Controls 81 Project Team Biographies 82

KSC Strategic Plan 3

KSC Strategic Plan 4

Abstract

The attached strategic plan is the culmination of extensive research into strategic

planning methodologies used by non-profit organizations and significant input from key stakeholders of the Kirkwood Soccer Club. The organization faces significant challenges due to increased competition, declining enrollment and decreasing revenue. Leaders of the organization are volunteer board members with high turnover and lack of continuity.

Results of the strategic planning process suggest that the Kirkwood Soccer Club can overcome these challenges by implementing a proactive, strategically driven management approach with accountability and ongoing focus on key strategic initiatives. The organization must implement aggressive strategies to mitigate risks, and market and deliver superior programs and services. The success of these initiatives is contingent upon the ability of club leaders to embrace and execute changes that are needed to accomplish these objectives.

KSC Strategic Plan 5 KSC Strategic Plan 6

Introduction

Beginning in February 2004 preparations began for a strategic planning process for the Kirkwood Soccer Club in New Castle Delaware. The actual planning sessions began in October 2004 and concluded in March 2005. A total of five working sessions were held with the board of directors in addition to supplemental meetings with paid staff, administrators and the independent accountant for the club. Our team completed site visits on multiple occasions to survey club members and observe daily operations.

Telephone interviews were also conducted to assess customer satisfaction levels.

Benchmarking was completed with other soccer and youth athletic organizations. During preliminary meetings with the Executive Committee of KSC, the following goals were established:

• Strive for maximum participation and input from all participants

• Evaluate and update the current mission statement

• Determine values that will identify the key principles of the organization and establish a unique identity that will distinguish KSC from other clubs

• Establish a vision statement that will define future goals and objectives of the organization and provide leadership with a tool to guide them in making decisions, prioritizing what gets attended to and create a forward thinking organization

• Complete an analysis of strengths, weaknesses, opportunities and threats and use this information to help identify key issues and priorities

• Identify critical issues and challenges faced by KSC today and anticipated issues and challenges in the future

KSC Strategic Plan 7

• Set specific goals and objectives and assign responsibilities

• Evaluate the current organizational structure, job descriptions and employee goals to ensure they are aligned with and support achievement of the overall goals of the organization

• Establish and implement a process for ongoing assessment and evaluation of progress towards achieving key organizational goals

• Develop and implement a strategic planning schedule to include annual review of mission, vision and values statements, assessment of organizational structure and updating of employee goals

• Effectively use the strategic planning process to position the club for the future and provide our successors with a documented plan to follow to ensure consistent management of the organization

History of Kirkwood Soccer Club

The Kirkwood Soccer Club was founded in Newark Delaware in 1974. A group of local parents with an interest in soccer met to discuss formation of a league to introduce their young children to the game. The group was successful in obtaining permits to use several school fields located along the Kirkwood Highway between Newark and

Wilmington. Thus, the name Kirkwood Soccer Club was chosen for the new organization. Club officials began to establish relationships with the administrators of the schools, who agreed to distribute information about the new club to students and parents. Several teachers from the various schools became active in the club as board members and coaches. Interest in soccer was growing in the state of Delaware. Several high schools began forming club teams and by 1976, Kirkwood had over 150 players participating in their league.

As more children began to participate, the organization was blessed with an increasing number of parental volunteers. The club benefited from the diverse talents and energy of KSC Strategic Plan 8 the early group of administrators. Additional fields were secured to support more games and practices, league registrations were advertised more aggressively and the club began to benchmark with other soccer clubs across the country. Volunteer coaches began attending clinics, players went to camps and the quality of play began to improve.

Kirkwood formed travel teams comprised of their top players to expose them to higher levels of competition, more intense training and the opportunity to work with more qualified coaches and clinicians. Soon, there was talk of establishing soccer as a fully sanctioned high school . The Kirkwood organization stood as the hub of the local soccer community in the state of Delaware. Players from the Elkton Maryland and

Southern Chester County Pennsylvania communities began to join the Kirkwood programs. By 1980, Kirkwood had over 500 players.

In the early 1980’s, female players joined the league creating several coed teams.

League officials formed the first girl’s instructional teams and a new wave of interest and participants began to surface. The league continued to seek new field permits and expanded its geographic coverage area. For the first time since inception, Kirkwood had competition from another soccer organization located in North Wilmington Delaware.

Participation continued to grow as girls travel teams were formed and Kirkwood travel teams participated in several Pennsylvania based leagues and traveled to tournaments along the East Coast. The Kirkwood name and distinguished blue and gold striped uniforms were know known and recognized in soccer circles from Maine to West

Virginia. Travel teams became increasingly more competitive in regional competition.

Club officials began to discuss the concept of a soccer facility as Kirkwood continued to KSC Strategic Plan 9 add teams, players and locations. Kirkwood began sponsoring tournaments that attracted large numbers of teams and provided a significant revenue stream for the club.

In 1988, Kirkwood administrators began discussions with officials from New Castle

County Delaware about developing a soccer facility. After extensive negotiations, the

County conditionally agreed to provide the club with a tract of land located on Route 9 near the city of New Castle. This location was large enough to accommodate between

12-15 soccer fields. In order to finalize the arrangement, Kirkwood would need to provide the County with a development plan, funding arrangements and a management plan. The land being offered was located near the Delaware River in a remote area and board members realized that development of the overgrown field would be a challenging proposition. But driven by their shared vision for a soccer facility, they began a tedious process of planning, fundraising and organizing the information needed to satisfy the

County’s conditions. The first step in the process was establishment of Kirkwood Soccer

Club as an approved non- profit (501 c.3) organization.

Club members with expertise in construction, financial management, public relations and other disciplines came forward to volunteer their time and talents. In late 1990, the news came that Kirkwood Soccer Club had been awarded a substantial grant from the

Longwood Foundation. The amount of the grant was more than anticipated and the board of directors began to consider building an indoor soccer in addition to development of the outdoor fields. A capital campaign was organized and club members along with the local business community responded favorably. County officials were satisfied with the plans provided by the club and approved a 10 year lease on the property. In 1991, KSC Strategic Plan 10

construction began on the Kirkwood Soccer Complex. Soon, the location would become

the home for over 1,500 members of the Kirkwood Soccer Club.

In 1992, the Kirkwood Soccer Complex opened with 13 outdoor fields, an indoor

arena, snack bar, restrooms and offices. Jerry Wegman was hired as the first full time

employee and he was responsible for managing the facility and maintaining the fields.

The first tournaments held at the new complex were very successful. Word began to

spread and soon teams from as far away as Canada, Michigan and Ohio would travel to

Delaware to participate in tournaments. Indoor leagues and tournaments were held

during the winter months and Kirkwood teams benefited from the availability of a year

round training facility. Revenues from concessions, indoor leagues, facility rentals and

tournaments provided the necessary operating revenue to maintain the complex.

Delaware was gaining a reputation as a “hotbed” for soccer and the new Kirkwood

facility strengthened this reputation.

Kirkwood alumni players were beginning to make their mark on the national and international soccer scene. Rob Smith was named to the 1996 US Olympic soccer team and went on to become a professional player with the Columbus Crew. Dozens of former

Kirkwood players were enjoying successful college careers. Chris Morgan led his

Elizabethtown College team to a national championship. After graduation, Morgan went on to a successful professional career with the indoor team. He returned to Delaware as the first player signed by the new Delaware Wizards professional team.

Meanwhile, the club continued to expand and the level of play continued to improve.

Club administrators recognized the need for professional soccer instruction and additional services for the members. With this in mind, Chris Morgan was hired as the first KSC Strategic Plan 11

Executive Director. He would oversee coaching and player development and become the

face and voice of the organization. Chris Morgan served the organization well as a role

model for youth, a respected soccer professional and an effective leader.

By the late 1990’s several other soccer clubs and a few independent teams were

established in Delaware. Competition was fierce among the travel teams, but Kirkwood

continued to dominate state cup championship play. Inter-club play provided new

competitive opportunities for instructional league players. Joe Mills joined the Kirkwood

Soccer Club in 1998 as General Manager, bringing a wealth of management experience.

Mills previously held management positions at DuPont including assignments at the

Hotel DuPont and the DuPont Country Club. The latter assignment had provided him

with an understanding of turf management that would enable him to effectively maintain

Kirkwood’s greatest asset, their lush playing fields. Joe Mills became the senior manager

of the club when Chris Morgan left to become Athletic Director at Goldey Beacom

College in 1999. County Executive Tom Gordon visited the facility to help celebrate the

25th anniversary. He recognized the club for serving thousands of youth soccer participants and contributing to the community and economy of the area. A study conducted by the University of Delaware estimated that the annual soccer tournaments held at KSC contributed approximately $2.5 million to the local economy. On a tournament weekend, approximately 3,000 players, parents and families patronize area hotels, restaurants and shopping centers. The club improved its financial management and auditing practices, recognizing that they had grown to become a multi-million dollar entity. KSC Strategic Plan 12

In 2000, the Kirkwood board of directors began negotiations for extension of the 10- year lease with the County, which was scheduled for expiration in August of 2001. An agreement was reached to extend the lease for a term of 99 years. As a condition,

Kirkwood would make the facility available for County sponsored adult leagues. During meetings with the County, Kirkwood management presented data showing the need for additional fields to support the increased number of soccer participants in the area. New housing in the vicinity of the club had caused yet another spike in registrations. As former high school and college players ended their careers, adult teams were being formed creating additional demands for fields in the area. When the lease was completed by the County in 2001, Kirkwood management was surprised to learn that the County was adding an additional 6-acre plot of land adjacent to the existing facility for KSC to develop. The new land could accommodate 5-6 additional fields.

During 2002, various fund raising options were evaluated. An advisory committee was formed and plans for a capital fundraising campaign were discussed. The new land was cleared and used for much needed supplemental parking. A survey of members indicated that the economic climate was not favorable for fundraising and grant opportunities were not readily available. This led to discussions with US Youth Soccer

Region 1 administrators who frequently rented KSC fields for various tournaments and coaching clinics. The KSC complex is centrally located and accessible to teams from the

12 state associations comprising Region 1. In 2003, Kirkwood was awarded a $100,000 in-kind grant for materials to develop an all-weather, turf field. In 2004, Region 1 extended a $500,000 renewable loan to KSC for use in developing the additional land.

But before work could begin, the club would need to complete a costly project to pave KSC Strategic Plan 13 the existing parking lot, add drainage and make several additional upgrades to comply with County codes. New electric, sewage and water connections would need to be established as well. It would take nearly two years to complete funding of this project with a cost in excess of $300,000. Work was completed on the parking lot and supplemental projects in June of 2004. Kirkwood Soccer Club could now proceed with plans to expand the facility and position the club to serve local youth well into the future.

Current State of the Kirkwood Soccer Club

On April 27, 2005, ground was broken to begin construction of an all-weather, turf field at the KSC Complex.

FUTURE SITE OF NEW TURF FIELD AND STADIUM

Officials from US Youth Soccer Region 1 were in attendance along with members of the

KSC board and hundreds of players, parents and members of the soccer community. This KSC Strategic Plan 14 event marks a critical milestone in the history of the club. Kirkwood will become the first soccer club in Delaware with a turf field. The field will be utilized for college, high school and adult league play in addition to serving as the stadium field for tournament championships and other key games. Development of additional fields and expansion of parking facilities, which will be completed in the next phase of construction, will position

Kirkwood among the top facilities in the nation for youth soccer. Opportunities for additional revenue from field rentals and hosting of college, high school and professional soccer events will help diversify the source of income for the organization.

Over the past year, KSC has made great strides in the areas of community involvement and inclusion. The TOP Soccer program for children with physical, emotional and learning challenges was introduced at KSC.

TOP SOCCER PLAYER AND HIS BUDDY KSC Strategic Plan 15

Additional details on the program are provided later in this document. An outreach

program was launched in an effort to welcome members of the local Hispanic

community. Instructional programs including defensive driving, CPR, AED

(defibrillator) and babysitter certifications were offered to the local community at the

KSC facility. These initiatives provide a foundation for the future direction of the

organization. Although KSC has and always will be a soccer-based organization, the club is positioned to impact our local youth and community in many new ways.

Kirkwood tournaments continue to attract large numbers of teams and provide critical revenue to the organization. Two college showcase tournaments have been added and are regularly attended by over 100 teams and college coaches. The facility is attractive to the college coaches because all of the fields are at one location, unlike most other similar showcase events. New revenue sources including a girl’s camp, field camp and the hosting of the MBNA soccer camp provide some insurance in the event of lost tournament revenue due to weather related cancellations. The club has a partnership agreement with Christiana Care to provide on site, professional athletic trainers during all

games.

The state of the organization is healthy and thriving. There is a renewed sense of

excitement as the first phase of expansion begins. The dedicated paid staff is committed

to serving the membership and community as representatives of the club. Many of our

former players are beginning to give back to the club as coaches, volunteers and program

directors. Although the future will bring new challenges, the organization is committed

to continue serving our youth as it has done for the past 30 years. With this in mind, the

board of directors has been actively engaged in the strategic planning process. This KSC Strategic Plan 16 document will define the new mission, vision and direction of the Kirkwood Soccer Club and establish key goals, objectives and initiatives. Kirkwood Soccer Club, serving the community since 1974. So far, so good!

INTERNATIONAL AMPUTEE SOCCER PLAYERS AT KSC

Mission Statement

The board of directors adopted the following mission statement during the first strategic planning process conducted in 1997:

The Kirkwood Soccer Club exists to promote youth soccer. The club is committed to increasing participation in and exposure to the game by providing a variety of organized activities in a positive environment. The KSC facility serves as a hub for the local soccer community and is made available for activities that support the development of the game of soccer in our area. The precepts of fair play, sportsmanship, teamwork and the development of character serve as the foundation for KSC Strategic Plan 17 all programs offered by KSC. It is the underlying belief of the organization that the game of soccer provides an excellent forum upon which these values can be instilled in our youth, while simultaneously providing them with the opportunity to enjoy the game, have fun and make lasting friendships.

Assessment of Current Mission Statement

During the strategic planning process, the board of directors completed an assessment of the current mission statement and how well the organization has used the mission statement as a guide in their decision making process. The following conclusions were reached as a result of the assessment:

• The organization has not used the mission statement to guide the direction of the club or to make critical decisions

• This is attributable to the following factors: . The current mission statement may be too lengthy . The organization has not been strategically focused and does not regularly review, discuss or refer to its mission statement during board meetings and in conjunction with key votes or decisions . The current mission statement has not been re-evaluated since it was adopted in 1997 and may not reflect directional changes that have occurred or need to occur

• The organization has not placed emphasis on creating a positive environment, fair play, sportsmanship, teamwork and development of character. The revised mission statement will place increased focus on these factors to emphasize that the KSC organization is committed to the development of youth beyond the soccer fields.

• The mission statement needs to be updated and condensed into a clear, concise tool that captures the purpose and key objectives for the existence of KSC

• The leadership of the organization needs to take actions to make board members, volunteers, coaches, players and the community more familiar with the mission and to consistently use the mission statement in decision making and strategic planning initiatives . The mission statement will be displayed on the agenda of all board meetings and board members will be encouraged to reflect on the mission prior to critical votes or decisions KSC Strategic Plan 18

. The mission statement will be reviewed with all coaches and team officials prior to each season . The mission statement will be displayed on registration forms, coaching agreements, newspaper advertisements and other forums at the discretion of the Executive Director in order to increase awareness of KSC principles . A recommendation will be made to amend the club by-laws pertaining to election of board members to require that all board candidates submit a signed statement of acceptance of the KSC mission and ethics statements prior to inclusion on the ballot

• The current mission statement places exclusive focus on promotion of the game of soccer as the primary reason for the organizations existence. The mission should focus on youth and the development of youth as a primary reason for the existence of KSC.

• Soccer based programs should remain as the primary activity of the organization and take priority over non-soccer activities, but the mission statement should allow for introduction of other and activities as part of the KSC programs. The board concluded that the organization should continue to function and pursue other options in the event that interest in soccer related programs diminished in the future. Accordingly, the mission should not limit the organization exclusively to soccer.

Revised Mission Statement

The following mission statement is being proposed based on the discussion and assessment of the current mission statement and intended direction of the organization:

The Kirkwood Soccer Club exists to promote the development of youth in our community through participation in athletic competition. Our goal is to provide activities that offer recreational, social and physical development for children of all skill levels. We are committed to providing participants with the opportunity to improve and excel in a positive, supportive, and safe environment. The Kirkwood Soccer Club encourages and promotes ethical and moral behavior, good sportsmanship, community involvement and good citizenship. KSC Strategic Plan 19

The revised mission statement establishes the youth of the community rather than the game of soccer as the focal point of the organization. The generic use of “athletic competition” allows flexibility for the club to pursue other sports should interest or participation in soccer diminish in the future. The new mission statement recognizes and places increased emphasis on the important non-athletic benefits and character development opportunities provided to children who participate in KSC programs. In recent years, Kirkwood and many other youth athletic organizations have experienced increased occurrences of undesirable conduct by parents, players and spectators. The revised mission statement clearly establishes that KSC is committed to creating a positive environment. People will be required to conduct themselves in a moral and ethical manner, exhibiting good sportsmanship while encouraging and supporting the youth participants. It will become the obligation of the KSC staff, coaches, board of directors, parents, players, and volunteers to embrace and enforce this standard. Lastly, the revised mission statement establishes the importance of community involvement and good citizenship. Whenever possible, the organization will attempt to instill the value of these attributes through various activities and events. All KSC coaching evaluations will include an assessment of the coach relative to the standards of the organization as conveyed in the mission statement. The mission statement has been submitted to the

Executive Director and President of the club for review and it will be included on the agenda of the July 2005 board meeting for final approval.

KSC Strategic Plan 20

Vision Statement

During the strategic planning process, board members discussed the future vision for the club.

1. Grow and expand the organization and its impact on youth and the community The club believes that its experience in working with youth, outstanding physical

facilities and the existence of new opportunities provide an impetus for expansion and

growth. Emphasis will be placed on outreach programs to involve more at risk youth

in KSC activities, development of new fields and professional marketing initiatives to

attract and retain participants in KSC programs. Additional non-athletic based

programs and activities that have a positive impact on youth and the community in

general will also be considered. Specific action items relative to this objective are

addressed in detail later in this document.

2. Strengthen the financial position of the organization for the future

The club must proactively seek methods to diversify its income stream and reduce

dependency on tournament revenue. Ideally, this will be accomplished without

significantly increasing participation fees. Development of program/activity specific

profit and loss financial data and the enhanced use of financial MIS by the

organization are needed to accomplish this objective. Emphasis will be placed on

improving financial management, creative pursuit of new revenue generating

opportunities and establishment of a financial model/template that can be used by

future leaders of the organization. Implementation of a formalized fund- raising

program and grant application process are needed. Specific action items relative to

this objective are addressed in detail later in this document. KSC Strategic Plan 21

3. Develop and implement detailed management procedures and strategies to support efficient and effective operation of the club going forward

One of the major challenges faced by KSC is the loss of momentum and cohesiveness that occurs as a result of board turnover. Documented operating procedures, strategic planning schedules and a responsibility matrix for board members are needed to ensure that the path of the organization is maintained amidst turnover in paid staff and/or board positions. Increased attention to planning and implementation and ownership of key initiatives by board and or paid staff is also necessary to ensure the long- term success of the club. Specific action items relative to this objective are addressed in detail later in this document.

4. Create a unique and desirable identity for the organization that will provide it with a competitive advantage

Board members envision the organization using its experience, resources and creativity to develop a unique identity and desirable way of doing things that will be a key attribute in attracting and retaining participants. The concept of “the Kirkwood way” would be present across the organization and drive the attitude of staff, board members, volunteers, coaches, parents and players. Certain negative behaviors would not be accepted or tolerated and the organization would purvey a distinct, positive demeanor in support of its mission to provide activities in a fun, safe and supportive environment.

Overview of the Kirkwood Soccer Club Facility KSC Strategic Plan 22

The Kirkwood Soccer Club facility, commonly referred to as “the complex”, is

located on Route 9 between the City of New Castle and Delaware City. The location

is just minutes from major highways such as I-95, I-295, Route 13, Delaware Route 1 and the Delaware Memorial Bridge. The complex today consists of 13 outdoor soccer fields, an indoor carpeted soccer arena, a training room, cafeteria, soccer store and two outdoor pavilions. The outdoor fields comprise 8 of the 14 acre facility.

Development of the remaining 6 acres began with the recent groundbreaking for a turf field. The facility is ADA compliant with sufficient handicapped parking, restroom facilities and access. Special field-side parking accommodations are made available upon request. KSC Strategic Plan 23

Joe Mills, the Executive Director of the organization oversees an extensive field management and maintenance program. This includes ongoing monitoring of fields for fungus, insect infestation and weather related diseases that can damage the grass.

Fields are winterized to protect them from damage associated with harsh winter KSC Strategic Plan 24

weather. Sod is replaced on an ongoing basis and damage that occurs in high traffic

areas is monitored and repaired as needed. Current demands for field usage have

restricted plans for rotational resting of fields, resulting in minor damage due to over-

use. The organization attempts to balance the needs of its member teams and other

local soccer organizations with its desire to provide a superior playing surface. Field

availability is occasionally restricted during unfavorable weather conditions and to

rest fields to prevent damage from over use. The growing demand for field usage and

the negative reaction to field closures were key factors driving the desire to expand

the facility. The addition of new fields will enable KSC to implement a rotational

field-resting program while still meeting the needs of its members and the soccer

community.

The total expenses associated with operating the facility, not including salary

allocations for time spent on facility management and maintenance are approximately

$8,700 per field per year.

Total Operating Expenses

2002 $98,675

2003 $107,699

2004 $107,390

(Includes field, building and equipment maintenance, utilities, janitorial fees and trash

removal expenses)

The organization faces important decisions related to the facility and management of the facility going forward. The decision to expand the facility will require additional resources and expenses to properly maintain the fields. The club will KSC Strategic Plan 25 expend additional time managing schedules for field usage and providing proper staffing to host a larger number of participants at the facility. Additional staffing and/or contractors may be needed to meet the increased maintenance, administrative and operational demands that will accompany the growth of the KSC facility. The addition of a turf field requires new maintenance expertise and equipment. As new areas of the facility are developed, the club must also make financial investments to update or replace other assets. Additional security may be necessary to protect these investments, particularly the new turf field. These issues were considered during the strategic planning process and are will be assessed as part of the risk management program discussed later in this document.

Overview of Kirkwood Soccer Club Programs

Kirkwood offers a variety of soccer programs that are available for children from ages 3-19. An overview of these programs is provided in the following chart.

KSC Strategic Plan 26

KSC Soccer Programs Program Age Group Description Kirk-a-Roos 3 year olds (co-ed) Parents and players participate in interactive one hour sessions to introduce the children to soccer in a fun environment. A KSC instructor leads the group through activities appropriate for children of this age. The program provides a non-competitive, friendly environment, social interaction and quality time between parents and children. Soccer Tots 4 year olds (co-ed) Small teams use three players per team on a short field. Coaches are on the field with players and there are no goal keepers. Players are encouraged to learn basic skills such as passing the ball to a teammate or trying to kick the ball with either foot. Teams meet once during the week for practice and then meet on Saturdays with another team for a joint practice. Games are non-competitive with no scores kept and parents are asked to create a supportive and encouraging environment. Kinder Kickers 5-6 year olds (co-ed) Teams play in non-competitive matches with 4 per side and no goal keeper. Scores and records are not kept. Players are instructed using fun drills to help improve ball control and coordination. Teams practice once per week. U-8 through U-18 ages 7-18 (boys and Recreational/instructional program for children ranging from age 7 through 18 girls) with both boys and girls teams offered in each age group. Ages up to 10 use fewer players on the field to increase touches on the ball and keep all players engaged. After age 10, goal keepers are introduced and full sided teams are used. Players are provided with more technical instruction as they advance in age. Teams will compete with other local soccer club teams of the same age and skills and annual tournaments are held by the state soccer association for interested teams. Participants in these programs are generally not seeking to pursue higher levels of competition; however, coaches will provide appropriate instruction and guidance to assist players in increasing skills and meeting personal goals. Representative/Travel ages 9-19 (boys and These programs offer the highest level of competition for serious players, girls) committed to extensive training and focus on soccer. Teams will travel to regional, national and international competition. Paid professional coaches or trainers are frequently used. Annual tryouts are held and players must compete to retain their position on the teams. Multiple teams are generally formed in each age group with senior teams representing the top players in the age group and junior teams serving as developmental, feeder teams. Teams will compete in numerous tournaments and train year round. There is a significant financial commitment necessary to participate in these programs; however, KSC does provide scholarship assistance to needy families.

TOP Soccer ages 8-16 Program provides an opportunity to participate in soccer activities and fun drills (exceptions for children with various physical and cognitive challenges. Players meet once considered based per week at the KSC indoor arena. They are paired with "buddies" who are on circumstances) KSC players, alumni, parents, and local high school soccer players. Buddies will assist players and encourage them as they participate in structured activities. Awards and recognition are provided to enhance the experience for participants and lasting friendships are formed.

KSC Strategic Plan 27

In addition to these programs, KSC offers several soccer camps, clinics, and

specialized training sessions. The annual summer soccer camps include before and

after care to meet the needs of working parents. Coaching clinics and classes leading

to national certification and licenses for coaches are held at KSC. The Director of

Coaching, a paid employee of the organization is responsible for organizing and

arranging various events to improve the quality of coaching and level of play at KSC.

The club also offers several indoor leagues including a high school league used by local girl’s high school teams for pre-season conditioning.

Kirkwood Soccer Club Tournaments

Kirkwood hosts 7 major tournaments each year. These events attract a large number of teams and require a substantial volunteer effort. Parents of representative players are asked to contribute their time during tournaments as a condition of membership on a KSC travel team. In recent years, KSC has been challenged in obtaining a consistent commitment and full participation of the parental volunteers.

KSC paid staff, with the assistance of some board members, coaches and alumni players have been called upon to work long hours on tournament weekends to ensure the success of these events. The following tournaments are held annually:

• Boys and Girls Challenge Tournament for non-premier level teams is held on Memorial Day weekend with approximately 50-75 teams

• Boys Premier Tournament is held the third weekend in June with over 90 teams

• Boys College Showcase held the last weekend in July attracts large numbers of college coaches to observe prospective recruits

KSC Strategic Plan 28

• Jimmy DiIenno Kickoff Tournament is named in honor of the late board member who is responsible for organizing and managing KSC tournaments for over 20 years. Held on the first weekend in September, this tournament attracts over 100 teams and often requires use of a supplemental facility.

• Frederick Cup Girls Premier Tournament was recently renamed to honor former KSC President Brian Frederick and his brother Robbie who were instrumental in expanding and managing KSC tournaments beginning in the mid 1990’s until 2004.

• Girls College Showcase 2 Day Tournament held on Thanksgiving Friday and Saturday has traditionally been the largest KSC tournament. Over 120 teams participate in the two day event. College coaches from over 150 schools come to observe prospective recruits.

• Girls College Showcase 1 Day Tournament held on the Sunday of Thanksgiving weekend was added to accommodate the dozens of teams not accepted into the 2 day event. College coaches stay to see prospective recruits and the event provides exposure for hundreds of players pursuing a college soccer career.

Non-Soccer Programs Offered by KSC

During the past 5 years, the organization has tested the introduction of several non- soccer athletic programs. These events were organized in an effort to maximize use of the KSC facility, provide activities for additional children in the community and generate additional revenue for the club. is very popular in the state of Delaware and many soccer players also play for high school or club field hockey teams. With this in mind, a field hockey camp was introduced at KSC. This has evolved into a series of ongoing clinics and training sessions conducted periodically at the Kirkwood facility.

Lacrosse camps and clinics have also been offered as well as an outdoor basketball camp for girls, introduced in 2004. Priority is always given to soccer activities; however, management of the club has effectively filled down time with these non-soccer events.

During the strategic planning process, participants discussed concerns related to the KSC Strategic Plan 29

introduction and expansion of non-soccer events at the facility. Some board members

expressed concern with a migration away from soccer to other sports indicating that the

organization is and should always remain soccer based. After significant discussion on

the topic, agreement was reached on the future direction for KSC. The non-soccer events should be continued as secondary programs since they do not supercede any soccer activities at the club. Looking forward, KSC will be open to expansion of current non- soccer programs and introduction of new athletic based programs provided that they can be accommodated without elimination or cancellation of soccer activities. Ultimately, it was decided that the KSC organization and its outstanding facility should be positioned to continue to serve the youth of our community in the future. By taking the position that the organization will be soccer exclusive, the organization could face closure or downsizing should interest and participation in soccer diminish in the future. Club bylaws were amended in December 2004 to allow for activities other than soccer. With this in mind, KSC will strategically offer other programs on a limited basis and be positioned to expand these programs should this be necessary to sustain the organization.

Community Service Programs

In an effort to be a good neighbor and serve the local community, Kirkwood has hosted several non-athletic events on a regular basis. These include defensive driving classes, CPR and defibrillator certification, first aid courses and Red Cross babysitting

certifications. The facility is also made available to local groups for meetings and fund

raising events. Teen dances have been held at the indoor arena and the facility can be

rented for birthday parties and other events. Other soccer related organizations including KSC Strategic Plan 30 the state referee association and state soccer association have regularly used the KSC facility for meetings and training sessions.

The club enjoys a positive relationship with several neighboring organizations including the Civil Engineering unit of the Delaware Air National Guard and Civil Air

Patrol. The Civil Air Patrol members have volunteered to assist with parking control at

KSC tournaments and the club has been made available for CAP meetings. Plans to increase focus on giving back to the community were discussed during the strategic planning process. KSC leadership is interested in having teams take a more active role in community service projects and activities in order to educate players on the importance of volunteerism and involvement in the community. Specific ideas discussed included:

• Requiring each KSC team to complete one community service activity per season

• An adopt a senior program to invite senior citizens to come watch younger teams play and have a luncheon in the KSC cafeteria after the game

• Clean up projects at local parks, recreation facilities or schools at which KSC has field permits

• Collect can goods and other food items for needy families during holiday seasons

• Collect used soccer equipment for distribution to needy children in our community or in oppressed lands

Individual teams could discuss and vote on activities and coaches would be asked to use these events to stress the importance of helping those in need, volunteering in the community and being a good neighbor. KSC would maintain records of these activities to provide documentation for United Way re-certification and to show that the organization has made a difference in the community.

KSC Strategic Plan 31

Kirkwood College Scholarship Program

Kirkwood began a college scholarship program in 1998 to assist KSC players with secondary education expenses. High School seniors who are currently playing on KSC teams are eligible to apply. Each year, four scholarships of $500 each are awarded.

Scholarship applicants are asked to write a brief essay explaining how their experience with Kirkwood has impacted them. The Delaware Higher Education Foundation is the independent administrator of the program. The program is intended to demonstrate

Kirkwood’s support for continued education.

Critical Relationships

The Kirkwood Soccer club maintains critical relationships with several organizations. It is imperative that the strategic plan for the club address the management of these relationships, assigning responsibility to appropriate people within the KSC organization.

Organizations identified as critical partners are:

• United States Youth Soccer Association/ Region 1 (USYSA)

USYSA is the sanctioning organization of youth soccer programs offered at KSC.

Membership in the USYSA provides KSC with access to a national soccer community, risk management programs, insurance programs, and the ability to participate in the largest youth soccer organization in the country. Kirkwood Soccer Club has provided fields to Region 1 for many events over the years. Recently, Region 1 assisted KSC in obtaining a grant valued at $100,000. Region 1 also provided a low interest loan in the amount of $500,000 to fund field expansion at the KSC facility. As the sanctioning organization, a source of funding and a partner in developing facilities and programs,

USYSA Region 1 is a critical partner for KSC. Ongoing dialogue and communication KSC Strategic Plan 32 with the administrators of Region 1 will ensure a positive and productive relationship is sustained. KSC management recognizes Region 1 as a customer and must strive to provide high levels of service in accommodating field scheduling and other requests from

Region 1. Strategically, KSC may wish to consider more active involvement with

Region 1 which would likely involve increased representation on the DYSA board.

• Delaware Youth Soccer Association (DYSA)

DYSA is the state level affiliate of USYSA and is responsible for carrying out programs, objectives and governance for all USYSA activities in the state of Delaware. As the largest soccer club in the state, KSC is entitled to certain voting privileges and input in

DYSA decisions. The DYSA administration works closely with Region 1 leaders and is frequently engaged in discussions occurring between KSC and Region 1. The DYSA organization approved and co-signed on the loan extended to KSC by Region 1.

Kirkwood hosts many DYSA sponsored events including state cup competitions and

ODP program activities. Attendance at DYSA board meetings by KSC delegates is imperative to ensure that KSC has a voice in key decisions and exercises its voting rights.

By working together with DYSA, Kirkwood and other soccer clubs can continue to improve soccer programs in the state.

• Wilmington College

Wilmington College is a rapidly growing educational institute located near the KSC complex. Their athletic programs have grown and become increasingly competitive in

NCAA Division II. For the past several years, the KSC facility has served as the home field for the men’s and women’s soccer teams at Wilmington. The administration of KSC Strategic Plan 33

Wilmington College has expressed interest in funding development of additional fields

and a club house at the Kirkwood Complex. The school is interested in using KSC as its

athletic complex to house and fields in addition to soccer venues.

Although the KSC board has been opposed to introduction of non-soccer fields, the

relationship with the colleges remains important to the club. In the near future, Kirkwood

will need to make decisions concerning the future of this relationship as it pertains to potential investment/funding by Wilmington to expand and develop the KSC facility. As proposals for developmental funding by the college are considered, KSC must clearly understand and define terms of usage. Kirkwood must clearly understand how frequently

and under what conditions the Wilmington College facilities would be available to KSC

members. It is imperative that any land or other physical resources at the KSC property

be used primarily for the members of the organization or in conjunction with Kirkwood

sponsored activities.

• Christiana Care Physical Therapy

KSC has a contract with Christiana Care to provide professional athletic trainers at the

Kirkwood facility. The principals of Christiana Care Physical Therapy have served as

trainers for the US National and Olympic teams and are recognized among the leading

soccer specific athletic trainers in the world. This was a critical factor in selecting

Christiana Care as the service provider for on site training. During the past two years,

these individuals have not taken an active role in the relationship and have rarely been

present at the KSC facility. It is imperative that KSC have on site trainers and the

staffing provided by Christiana Care has been both competent and effective. KSC KSC Strategic Plan 34 management must assess its needs, evaluate other service providers and determine if it will renew the contract with Christiana Care going forward. KSC will need to appoint someone to manage and monitor this relationship, assess alternatives and make recommendations for the future. During the past year, there have been several occasions where trainers were not available due to short staffing. KSC must evaluate the ability of other vendors to provide coverage on a consistent basis. An open bidding process will be used to identify interested providers.

• New Castle County

As the owner of record of the land upon which the KSC complex sits, New Castle County will always be a critical partner for the organization. Kirkwood must interact with various divisions of county government including Parks and Recreation, Planning,

Construction and Engineering. The KSC complex is considered as a “joint venture” between the county and the club. Accordingly, communication with county officials to keep them informed about activities, events and plans at KSC is imperative. KSC is contractually obligated to provide certain considerations to the county. The club has enjoyed generally positive relationships with the county, but changes in county government and the political structure must be carefully monitored and assessed. The club has made the facility available to the county for adult leagues and has even arranged for County Police to use the facility for certain training activity with new police recruits.

Because of the complexity and sensitivity of this arrangement, the strategic plan calls for the Executive Director of the club to be responsible for all interactions with the county.

KSC Strategic Plan 35

• Copper Penny Store

The Copper Penny Store is an independently owned and operated store located within the

Kirkwood facility. The store specializes in embroidered clothing items and soccer attire.

Copper Penny handles the ordering and fulfillment of all KSC team uniforms. The store provides a convenient, on site location for KSC members and guests to purchase soccer clothing. Although the store is independently owned and operated, there is a close affiliation with the club. Accordingly, Kirkwood monitoring of customer satisfaction levels and service standards is appropriate. Copper Penny is not a full service soccer store. They do not sell certain soccer equipment, but focus more on clothing and novelty items. Previously, a full service soccer store operated in the facility and was unsuccessful in maintaining an adequate level of business. KSC has received inquiries from other store operators interested in selling merchandise on site at the complex. Specific plans for more formalized management of the relationship with Copper Penny and a short term strategic direction for the use of other vendors was discussed as part of the strategic planning process. The club does not see the need for endorsing a soccer store as the official supplier of merchandise for KSC. Formal offers from vendors will be considered, but the current arrangement is working satisfactorily and the organization will honor the existing contractual arrangement with Copper Penny. The primary objective of KSC in having a store on site is to not be engaged in the business of ordering and distributing uniforms.

• Admiral Soccer Equipment

Kirkwood Soccer Club has a contractual agreement with Admiral Soccer Equipment to be the official uniform used by KSC teams. This arrangement provides team uniforms at KSC Strategic Plan 36

discounted prices in return for exclusive use of Admiral. In conjunction with the

agreement, KSC must display the Admiral logo on all of its letterhead. Admiral has

assigned an account executive to work with KSC management. Careful review of this

partnership is necessary to ensure maximum benefit to KSC. Comparative analysis of

other vendors should be utilized to evaluate potential compensation and as to assess the

competitiveness of the current terms.

• MBNA America

MBNA is largest private employer in Delaware. Accordingly, a large number of KSC parents work for the company. MBNA encourages employee volunteerism through several programs including Support for Service which makes an annual donation of up to

$1,000 for each MBNA employee who volunteers more than 40 hours per year to an

approved non-profit organization. Kirkwood has received donations in excess of $10,000

per year in the past. However, the program was recently restructured and donations have

dropped significantly because MBNA employees must submit award requests within a

specified time period each year. By providing KSC volunteers who are MBNA

employees with reminders and assistance in completing award requests, KSC can

maximize donations from this program.

KSC also hosts an annual soccer camp for children of MBNA employees. The club

receives a substantial rental fee for use of the facility. This relationship began in 2004.

For the 2005 camp, MBNA asked KSC office staff to handle processing of registrations

and payment for the camp in return for an additional fee paid to KSC. MBNA has

expressed interest in having KSC staff the camp, which is currently staffed by a high KSC Strategic Plan 37

school soccer coach from New Jersey. This relationship provides KSC with additional

income and could be helpful in securing additional funding from MBNA in the future.

• United Way

As an approved United Way agency, KSC is eligible to receive donations from United

Way contributors who designate the club on their annual donation forms. United Way

donations average $5,000 annually. The KSC web site is used to remind members to

designate KSC, however, additional communication could increase annual donations.

KSC must work closely with United Way and comply with established standards in order

to remain an approved agency.

Overview of KSC Financial Controls and Management

As part of the strategic planning process, our team met with KSC management, the

club Treasurer and outside auditor to review the financial status of the organization and

financial controls and management practices. Financial controls were non-existent in the organization until the early 1990’s when a volunteer Treasurer implemented basic, manual recordkeeping of incoming and outgoing funds. As the club membership grew and expenses associated with operation of the facility increased, the job of managing the club finances became increasingly challenging. In 1999, the club purchased general ledger accounting software and hired an outside accountant to set up an automated bookkeeping process. This step enabled KSC to produce its first financial statement during 2001. The first budget exercise took place in 2002. An outside auditing firm was also hired in 2001 and KSC has since implemented numerous enhancements and controls to improve financial management. KSC Strategic Plan 38

The following is a condensed financial statement showing the current financial status of the club:

December 31 2003 2004

Total Current Assets $ 443,851 $ 620,547 Total Fixed Assets 743,423 1,046,587 Total Assets 1,186,274 1,667,134

Total Liabilities 135,519 639,301

Total Equity 1,050,755 1,027,833

Total Liabilities and Equity $ 1,186,274 $ 1,667,134

Total Income 1,140,828 1,030,656 Total Expenses 996,091 1,044,574 Net Income 144,736 (13,917)

The following observations were made during our review of KSC financial management practices:

• The organization has taken steps to improve financial management, however, additional improvements are needed

• Improved financial data and the ability to demonstrate better financial management will be critical if the organization seeks grants and funding from external sources

• The organization is highly dependent on the volunteer Treasurer and there is limited knowledge of key financial management tools and processes by others in the organization

• The external accountant has a good fundamental knowledge of financial matters at the club and has implemented adequate controls

• Although monthly financial reports are provided at board meetings, the club does not have a formalized monthly financial reporting package

• The organization lacks program specific P & L tracking and therefore does not use financial information to make important decisions KSC Strategic Plan 39

• Continued growth of the club and new initiatives will make financial management more complex going forward

• The organization does not have written financial policies and procedures

• The budget process is not formalized and does not include ongoing review of results, reforecasting, and variance analysis

After review of KSC financial management practices, the following recommendations were made:

• Establish an Audit Committee comprised of Board members and the external accountant . A full audit of all financial records should be completed annually by external accountant

• Audit Committee will be responsible for development, implementation and maintenance of financial policies and procedures

• Appoint an Assistant Treasurer and complete desk top procedures for key financial transactions. . This will provide a back-up for the club Treasurer and provide a reference tool for others to follow should it become necessary

• Develop, implement and maintain a monthly financial reporting package to include budget variances. . This will ensure that the board receives adequate financial information on a consistent basis and assist the board in taking financial results into consideration when making decisions. . Will also provide monthly historical information for future reference

• Develop program specific P & L data . P & L information is needed for Instructional program, Travel/Rep Team program, Tournaments, Camps, Clinics and all other programs . We have developed a program specific P&L/dashboard document in conjunction with this recommendation . We are also recommending assessment of the current organizational structure establish accountability for compiling program data including production of the aforementioned document

KSC Strategic Plan 40

Program Specific P & L Document Example

Kirkwood Soccer Club Program: Fall Instructional League 2003 2002 2001 Comments # of Players Enrolled 650 670 686 # of New Players 125 155 190 Declining enrollment-unfavorable trend # of Returning 525 515 496 Players

Soccer Tots Boys 35 44 58 Soccer Tots Girls 42 51 57 Total Soccer Tots 87 95 115 Losing players more rapidly in younger age brackets

Kinder Kickers Boys 55 68 75 Kinder Kickers Girls 55 67 75 Total Kinder Kickers 110 135 150

U-8 Boys 58 55 49 U-Girls 58 55 56 Total U-8 116 110 105

U-10 Boys 56 55 52 U-10 Girls 57 55 53 Total U-10 113 110 105

U-12 Boys 55 55 53 U-12 Girls 57 55 52 Total U-12 112 110 105

U-14 Boys 57 55 53 U-14 Boys 55 55 53 Total U-14 112 110 106

Program P & L Income: 2003 2002 2001 Registration Fees $29,250 $30,150 $27,440 *Registration fee increased by $5 in 2002 Expenses: Referee fees $10,400 $11,050 $10,245 Equipment $1,200 $950 $1,600 Insurance $1,200 $1,200 $1,200 DYSA Fees $650 $670 $686 Total Expenses $13,450 $13,870 $13,731

Net Program $15,800 $16,280 $13,709 Revenue

Key Issues/Action

Steps Losing practice fields at neighborhood schools. Need to take action to secure field space\ Targeted marketing strategy needed to attract entry level players Demographic data needed to target specific neighborhoods Need to revitalize program to appeal to parents. Suggesting incorporation of community involvement and character building initiatives to redefine program purpose.

Submitted by______Date:______

KSC Strategic Plan 41

• Implement a formal budget process . To include a calendar and responsibility matrix . Significant variances or changes to budget should be included in monthly Treasurer report to the Board of Directors . Results should be reviewed at least quarterly

• Increase utilization of external accountant as a resource to improve financial management . Accountant has good working knowledge of the organization . Accountant’s firm offers consulting services that have not been utilized by the organization to date

Analysis of Strengths, Weaknesses, Opportunities and Threats

A SWOT analysis was completed during the second strategic planning meeting. Prior to the meeting, participants were provided with an overview of the exercise and asked to write down thoughts in advance of the session. During the SWOT analysis, board members participated actively, sharing their ideas and opinions. The following list was compiled as a result of the analysis:

Strengths:

• Excellent facility • Location is convenient to major highways which makes it desirable for tournament participants and use by Region 1 • Year round operation (use of indoor in winter) • Longevity of the organization • Financially stable, revenue generating facility • Financial management has been significantly improved in recent years • Programs available for wide age group ranges • Competent staff of paid employees to manage day to day operations • Breadth of programs (camps, clinics, coaching development, player development, etc.) (Strengths continued) • Scholarship programs available for participants (college scholarship and playing scholarships) • Organization supports fundraising to provide travel opportunities • Good reputation KSC Strategic Plan 42

• The organization supports the community by contributing to the local economy • Professional trainers on site • Soccer store on site • Outreach programs • Offer ethnic based programs (Spanish speaking activities) • Support TOP Soccer and Amputee Soccer programs

Weaknesses:

• Communications • Effective use of website • Pockets of negative reputation • Facility location may be restricting growth • Lack long term direction • Organization tends to be reactive rather than proactive • Do not have marketing programs to attract new participants • Lack a unique identity to distinguish KSC from other clubs • Organization does not have a strong customer service approach • Lack of process to solicit member feedback • Facility does not have sufficient handicap access • Facility is aging and some maintenance has been deferred • Lack of practice facilities • Do not have a functional fund raising program (organization, not travel teams) • Lack of continuity and unification among teams • Lack of ownership/sense of belonging to the organization by participants • Declining volunteerism • Organization not balanced between in house and rep team focus • Lack of formalized personnel policies and management guidelines • Organization moves very slowly, impedes progress • Mission statement not used to guide organization and requires updating

Opportunities:

• Better use of grants and other fundraising opportunities • Expand and improve facility to include all weather field, lights and new grass fields • New housing in nearby areas presents potential growth opportunity • Potential merger to offer more options to participants • Bid for regional tournament • Develop improved partnerships with local schools to help us in securing neighborhood fields at local schools (invite phys-ed classes to KSC to expose students to the club) KSC Strategic Plan 43

• Improve quality and look of KSC web site • Increase use of data management tools to better understand member demographics and provide board with more data to assist in decision making • Improve diversity of board by seeking qualified members from outside of the soccer community and more female and minority membership • Consider use of outside firm for assistance in developing better personnel policies and guidelines • Seek to establish a unique identity that will set KSC apart from other clubs and provide a competitive advantage • Better alignment of organizational structure and job responsibilities with short and long term goals, mission and vision of the club

Threats:

• Declining enrollment in instructional programs is impacting revenue stream and threatens long term viability of the club • Declining availability of neighborhood practice fields • Increased competition from other clubs / organizations • Increasing operation costs • Increased insurance and liability expenses • Growing number of indoor arena’s • Declining volunteer base • Encroaching development of surrounding communities • Increased security related concerns • Potential for increased regulatory controls (Legislators have enacted laws such as Sarbanes-Oxley placing increased controls on for profit businesses in the wake of the Enron incident. It is expected that similar laws will be forthcoming to require increased financial management controls on non-profit organizations. The club may face expenses associated with efforts to comply with these regulatory mandates) • General Manager (Joe Mills) is spread too thin and the club is too dependent on one person • Lack of a succession plan for key personnel positions • Lack of documented operating procedures • Increased potential for liability litigation • Club is too dependent on tournament revenue to meet annual operating expenses. • Revenue growth is constrained. We cannot handle any more tournaments and there is minimal opportunity to increase indoor facility rental income • Fields are overused and field maintenance costs are increasing • Volunteer screening program many not be adequate in ensuring safety of children

KSC Strategic Plan 44

SWOT Summary:

The following is a summary of strengths, weaknesses, opportunities and threats as

prioritized by the KSC Board of Directors:

Strengths Weaknesses Opportunities Threats

1. Excellent facility 1. Communications with 1. Expand and improve 1. Declining enrollment in members facility instructional programs 2. Longevity of organization 2. Reactive rather than 2. New housing in nearby 2. Declining availability of proactive areas presents neighborhood practice 3. Financially stable potential growth fields 3. Lack of unique identity 4. Wide range of opportunities 3. Increasing competition programs 4. Lack of long-term 3. Increased use of data direction 4. Increased insurance 5. Competent, management tools to and liability expenses professional staff 5. Declining volunteerism better understand member demographics 5. Lack of succession plan 6. Outreach programs 6. Organization moves for key personnel slow ly, im peding 4. Improve diversity of 7. Convenient location progress board 6. Constrained revenue 8. Professional trainers growth 7. Lack of a formalized 5. Better alignment of onsite fund-raising program organizational 7. Increasing security 9. Historically successful structure to support related concerns 8. Lack of personnel teams goals, mission and policies and guidelines 8. Declining volunteer vision of the club 10. Contributes to local base 9. Not customer service economy 6. Bid for regional oriented 9. Fields highly leveraged tournament

Top Issues and Challenges Facing KSC

After completion of the SWOT analysis and compilation of numerous topics discussed

during strategic planning, the next step was to identify and prioritize the top issues and

challenges facing the organization.

1) Declining enrollment in instructional programs / sustaining enrollment in all KSC programs

Declining enrollment is contributable to several factors. The most significant factor is

increased competition from other soccer organizations. For many years, KSC has

dominated the market as the premier soccer club in the state. Advertising was not KSC Strategic Plan 45 necessary as word of mouth, reputation, size and longevity of the organization were sufficient to attract large numbers of new participants. As new clubs emerged to serve specific geographic areas, some attrition was experienced by KSC. Kirkwood administrators at the time believed that this was due to the convenience of having games and practices closer to the players’ homes. In response to this, KSC began to refer to its programs as the “neighborhood instructional programs” and attempted to mitigate attrition by stressing that players would be placed on teams that would use local neighborhood fields for practices. Games were still played at the KSC facility. This initiative was moderately successful at first. Increasing competition for field permits has resulted in the loss of several local practice venues. The manual process of organizing teams by location, accommodating volunteer coaches and attempting to accommodate parental requests to place players on certain teams has become increasingly more difficult. In some situations, KSC was not able to provide neighborhood practice locations to program participants.

In addition to competition from larger, established competitors such as Concord and

Hockessin, new emerging clubs and programs are impacting KSC enrollment. Newark

Parks and Recreation recently ran radio advertisements to attract players. The success of several travel teams has led to increased participation in YMCA instructional / feeder teams. A league was recently started in the New Castle area potentially attracting players living within close proximity to the Kirkwood facility. The declining enrollment in instructional programs is particularly concerning in view of the increased housing and potential new customer base located within a 5 mile radius of the complex. The KSC instructional program has long been considered to be the foundation of the organization. KSC Strategic Plan 46

The loss of revenue from these programs threatens the club financially and the loss of players could have a long-term impact on the quality of KSC representative teams.

Meanwhile, KSC competitors are being strengthened by new revenue, larger player pools and a growing parental volunteer base. For these reasons, the declining enrollment in instructional programs is the top issue facing KSC at this time.

2) Marketing, Public Relations and Communications are inadequate

During the last strategic planning process conducted in 1997, communication was listed as the top issue facing the organization. At that time, club leaders were committed to building a community club and increasing volunteer participation. They believed that

KSC members did not embrace the organization as a club because of lack of communication. Since that time, it has become increasingly evident that the concept of a community club, modeled after the European soccer clubs, is not a realistic vision for

KSC. Kirkwood participants view KSC as a service providing business. Loyalty and allegiance to the organization is not strong. Participants are likely to leave the organization if they feel competitors provide a better product, a better opportunity for their child or greater convenience. In the European club scenario, the clubs are located geographically within the community. In addition to soccer, they provide many other social activities and serve as a local gathering place. The local people take great pride in their clubs and see them as a representation of the community. Soccer is much more important in the European culture and lifestyles are much less hectic. Generations of family members have been loyal followers and committed members of their local soccer clubs for hundreds of years. This concept has proven to be unique and efforts to establish KSC Strategic Plan 47 a similar club structure at Kirkwood Soccer Club have failed due to significant cultural and differences. Leadership of KSC now recognizes that the club must compete aggressively to sustain and grow membership. While communication is a critical and valuable tool in accomplishing this objective, it has a different context today than it did when identified as a major issue during the 1997 strategic planning exercise.

Leaders of the organization recognize that they must be proactive in developing effective strategies to compete with other soccer organizations. Simply having the best facility, most diverse and affordable programs and a long history of success has not stopped attrition and has not prevented significant loss of market share. There has been no effort made by Kirkwood to solicit members for feedback or to understand why prospective members choose another organization. More importantly, there is no strategy to increase retention of existing members by understanding their opinions of the organization. In the absence of a proactive marketing and public relations strategy, KSC has suffered from declining public opinion. Ironically, Kirkwood’s commitment to youth and the community in making the facility available to other organizations, has contributed to negative opinion of KSC. As an example, KSC regularly hosts the annual state cup soccer tournaments run by the Delaware Youth Soccer Association (DYSA). In recent years, there has been increased dissatisfaction with the game schedules for this event. Although KSC has nothing to do with this, dozens of phone calls from irate parents and coaches have been received by the KSC staff. Because KSC has such a prominent position in the soccer community and the event is held the KSC facility, everyone assumes that KSC is the responsible party. Similarly, KSC often receives KSC Strategic Plan 48 complaints about referees who are sanctioned, certified and assigned by the state referee association, not Kirkwood.

Additionally, other soccer clubs have complained that KSC is monopolizing by hosting these events year after year. Even though KSC has not solicited or lobbied for these events to be held at their facility, public sentiment from within the local soccer community has been very negative towards KSC. With this in mind, club leaders decided not to host the state cup event in 2005 in order to give someone else a chance. When the decision was made to play the games in Dover Delaware, KSC was criticized by the local soccer community who were unhappy about having to travel an hour away to Dover to play. Over the past 15 years, numerous board members have attempted to improve communication through the use of newsletters. These efforts have been unsuccessful due to lack of information being provided for the newsletter and because this endeavor requires a significant time commitment from the board member. In recent years, the club has used its website as a communication tool, however, responsibility for updated the web site has rested primarily with the Executive Director. In view of his other more critical responsibilities, it is not feasible for the Executive Director to devote significant time to the compilation and input of information for the web site. It is evident that KSC is in need of an organized, structured marketing strategy, supported by enhanced communication and public relations to maximize market share, keep the public informed and develop the positive image that the organization deserves in the community.

KSC Strategic Plan 49

3) Diversification of revenue streams

Incoming revenue for the KSC organization comes primarily from registration fees and tournaments. As previously mentioned, KSC has experienced some decline in enrollment. In 2004, the club was forced to cancel one of its seven tournaments due to bad weather. The impact of these two events depicts the financial fragility of the organization. Net income for 2004 dropped significantly in comparison to 2003:

Net Income Comparison

2003 $144,736

2004 $ (13,917)

As KSC continues to expand its facilities and offer more programs, operating expenses will also increase. As club management reviews 2004 financial results, it becomes very clear that KSC is but a few rainy weekends away from a significant financial crisis.

Cancellation of a larger tournament could result in overall revenue losses in excess of

$60,000. The club Treasurer has frequently reminded the board of the need to increase reserve funds, however, a fully funded reserve account would provide bare minimum coverage and would only sustain the organization if complimented by significant reductions in operating expenses. This would likely require some reduction in staffing and reduction in other areas that would compromise the quality of the products offered by

KSC.

Club management has been proactive in filling downtime with several non-soccer programs including field hockey, and basketball camps. These programs have been offered on an extremely limited basis, but have been moderately successful. Some board members have expressed concern over the introduction of non-soccer programs. KSC Strategic Plan 50

The name of the organization and its reputation as a soccer exclusive club may also be

restrictive factors for prospective participants in these non-soccer activities. During the strategic planning process, the board of directors recognized the need to explore additional non-soccer activities to help diversify sources of revenue.

Kirkwood leaders also recognized during the strategic planning process that the organization is lacking an organized, sustained fund raising program. For most non- profits, these programs are the primary source of funding. Although KSC has had some recent success in obtaining a grant from the US Soccer Federation, they do not have an ongoing, consistent and organized grant writing program. Additionally, no one in the organization is responsible and accountable for managing fund raising efforts. This issue is clearly a top priority for the financial safety and soundness of KSC.

4) Increasing Competition

For many years, KSC enjoyed a very non-competitive environment. This enabled the significant growth the organization experienced during the 1980’s and 1990’s. The

Hockessin Soccer Club began to attract an increasing number of players from KSC beginning in the early 1990’s. Initially, Hockessin offered primarily instructional/recreational teams. Early attempts at Hockessin to field competitive travel teams were unsuccessful. Accordingly, Hockessin players would frequently migrate to the stronger, more competitive KSC representative teams. As the Hockessin programs matured, their organization became more competitive. Simultaneously, other clubs were emerging and the level of play across the state was improving. By the late 1990’s, state cup winners were spread out across several clubs and no longer heavily dominated by

KSC. Competition for players became more aggressive and top players began to seek KSC Strategic Plan 51 opportunities on club teams in Pennsylvania, New Jersey and Maryland. FC Delco, based in nearby Delaware County Pennsylvania, fielded several national championship teams during the past ten years. Competition was not limited to in state clubs.

While these events were creating increased dilution of talent among the more competitive travel teams, a slightly different change was occurring among the instructional level teams. New, smaller clubs were being formed in local neighborhoods.

The YMCA and City of Newark began to publicize their programs more aggressively. A wider variety of options became available for parents seeking to enroll children in a soccer program. As this growth occurred, KSC began to see increased competition to secure permits for local practice fields. In some cases, preference was given to the newer soccer organizations since they had no fields while KSC had a large soccer complex with

13 fields. KSC no longer enjoyed the position of being the best and only game in town.

Parents now had choices and for entry level instructional league parents, the choice was driven by convenience. KSC spends approximately $7,000 annually in advertising expenses in competing with other clubs for players. This situation highlights the need for

KSC to develop strategies to position the organization as the place to be for soccer in

Delaware. The organization cannot rest on past laurels and must recognize that increasing competition will continue to impact growth and revenue. Proactive and aggressive action is necessary to attract and maintain participants. An organized, strategic marketing plan, increased focus on customer satisfaction and convenience and the establishment of a strong brand value are necessary to effectively compete with other organizations in today’s environment.

KSC Strategic Plan 52

5) Lack of formalized operating procedures and succession plan for key personnel

Daily operation of the organization has continued to require increased manpower and has become increasingly more complex. The demands of customers have also increased, although KSC does not track volumes of customer inquiries, mail and telephone volumes.

Through a trial and error process, the current staff has learned how certain situations, events and operational challenges can be handled most effectively. This learning process continues on a daily basis as the organization rises to meet new challenges and demands.

Fortunately, KSC office staff has remained stable and there has been limited turnover.

The loss of current staff would result in a significant loss of knowledge and would likely impact operations.

The Executive Director of the club, Joe Mills, is without question the most critical person in the organization. Mr. Mills has led the club through its growth period and is the person responsible for and most familiar with the overall operations of the organization. In addition to operational management responsibilities, he has significant historical knowledge that is critical to the organization. Lastly, Mr. Mills possesses an extensive knowledge of turf management and has maintained the fields that are considered to be one of the primary assets of the club. Because he has worked on the

KSC fields for 10 years, he has become intimately familiar with problem areas that require special attention, poor drainage areas and how the fields respond to certain conditions and treatments. KSC faces significant exposure and risk should Joe Mills leave the organization or be unable to perform his job responsibilities for some reason.

The organization must be prudent in planning and positioning the club for a seamless transition in the event of the loss of key personnel. The business world has placed KSC Strategic Plan 53 increased focus on knowledge management in recent years. KSC leaders must be forward thinking and prepare the organization for the future by taking action to document critical knowledge and develop contingency plans for replacement of key personnel.

6) Organizational structure, job responsibilities and board activities must align with short and long term strategic goals of the club.

During the strategic planning process, Kirkwood was described as an organization

that tended to be reactive rather than proactive. A review of minutes from dozens of

KSC board meetings supports this statement. A large amount of board time is spent

responding to issues or discussing ongoing matters as compared to planning and

directing the future initiatives of the organization. When matters involving change

are on the board agenda, it is usually change necessitated by a problem or issue that

has already occurred. KSC leaders have established a clear vision and direction for

the club through this strategic planning process. They have examined strengths,

weaknesses, opportunities and threats to the organization. Key issues have been

identified and an objective self assessment of the current mission statement has

resulted in proposed changes.

Currently, KSC employees do not have formal goals and objectives and job

descriptions are not in place for all personnel. In situations where job descriptions

have been used by KSC, they have been developed based on the skill set of the

employee. Additionally, the job descriptions have been implemented after the

employee is on the job and therefore tend to be tailored to what the person is already

doing rather than what the organization needs the person to do. KSC leaders must KSC Strategic Plan 54

focus on the goals and objectives and build job descriptions based on what the club

needs to accomplish. This may result in some changes in job responsibility and focus

for some paid employees. The existence of a clear plan and vision for the club will

make communication and implementation of these changes more feasible since

employees will understand why certain goals and objectives are in place and will be

more likely to support changes that need to occur.

Similarly, the KSC board of directors must embrace the goals and objectives and

assume a leadership role in carrying them out. As elected officials of the club, board

members must be engaged in carrying out the mission of KSC. The volunteer time

spent by board members must be connected to the accomplishment of goals and

objectives that they as leaders of the club have deemed to be most important. Board

members have historically been asked to complete assignments compatible with their

individual skills and talents. Going forward, board members will need to become

more globally involved in the issues and challenges that the organization faces in

order to collectively lead the organization in addressing these issues.

7) Improve the quality and quantity of data available to decision makers

The quality and quantity of data available to leaders of the organization is

inadequate. This creates the dangerous potential of leaders making uniformed or

misinformed decisions. To the credit of current leadership, efforts have been made to

address this situation. One example was the financial model used to project potential

revenue from new fields being developed by the club. The model was driven by basic

assumptions on rental usage and income. Although there was no evidence that the KSC Strategic Plan 55 data used for these projections was inaccurate or invalid, the data was only partially validated and significant extrapolation was used in the calculations. The projections were used to determine KSC’s ability to repay a $500,000 loan. As leaders of the club face similar decisions in the future, they will need to have more precise, validated information available.

Referring back to the first key issue of declining enrollment, KSC leaders do not have specific attrition data. Basic information such as how many players leave the programs each year, geographic and age group trends of those who attrite and seasonality trends are not available to the organization. Analysis of this type of information could provide valuable insight and help to drive marketing strategies and retention efforts.

Additional data sets covering a wide variety of areas are needed for KSC leaders to make sound decisions. Data on teams participating in KSC tournaments could be used to eliminate problems with acceptance or placement of teams in tournaments.

Teams or clubs that have been loyal participants and supporters of KSC tournaments for years could be arbitrarily declined entrance resulting in bad will and damage to a strong, positive relationship because tournament volunteers and club management do not have easy access to database to identify that a team has been a loyal supporter/participant. As the Kirkwood organization begins the process of transforming the club into a goal oriented, strategically thinking organization, the use of data in the decision making process is imperative to making sound and well informed decisions.

KSC Strategic Plan 56

Strategic Action Plan for Kirkwood Soccer Club

After careful review of all of the information gathered during the strategic planning process, the following strategic action plan was developed. The action plan addresses the aforementioned key issues and challenges faced by KSC. These issues and challenges were prioritized by the board of directors during the planning process. During development of the strategic action plan, consideration was also given to the mission and vision of the organization as well as the strengths, weaknesses, opportunities and threats.

Ideally, action items will provide a potential solution for a key issue or challenge that will eliminate a weakness or threat to the organization while taking advantage of an opportunity. The resulting improvement will strengthen the organization. These action items will be translated into specific goals and objective that will be assigned to employees and board members for successful completion.

Strategic Initiative 1

Refocus the leadership of the organization

Before the organization can successfully implement new strategic initiatives, it is imperative that the leaders of the club fully understand and embrace the plan and are committed to carrying out the actions necessary for the plan to be successful. Prior to implementation of the plan, we recommend that the Executive Committee of the

Kirkwood board meet to review these materials and agree on them prior to presenting them to the entire board. We believe the following steps are necessary to refocus the

KSC board of directors and paid employees to ensure the success of the club going forward: KSC Strategic Plan 57

• KSC leaders must agree that the organization exists for the kids of the community, not for the game of soccer. Soccer is and will remain the primary vehicle used by KSC to provide athletic competition and development for the youth served by the organization, but ultimately, KSC exists for the kids.

• KSC leaders must recognize that change is inevitable and vital to position the organization for the future. Accepting change and managing through change cannot be accomplished without strong, effective board leadership. KSC leaders must be unified and consistent in leading change across the organization

• KSC leaders must create and uphold the “Kirkwood way” This attitude and way of doing things is strategically critical to set KSC apart from other soccer clubs and youth sports organizations. KSC leaders, coaches, players, parents and employees must be willing to change behaviors, implement and enforce standards of conduct in order to break away from and eliminate the negative environment that permeates youth athletic competition in our society.

• KSC leaders must commit to the mission and vision of the organization and recognize and accept their responsibility to carry out this mission and vision without compromise.

• The KSC organization must focus on implementation of strategic initiatives and be fully committed to becoming a proactive, forward thinking organization.

• KSC leaders must be unified and consistent in leading change across the organization

• Board members and volunteers must be willing to accept responsibility for completing assignments and be accountable for meeting key deliverables.

Strategic Initiative 2

Hire a full time marketing professional

We recommend that KSC hire a marketing professional as a full time staff member with the title of Director of Marketing and Public Relations. Consideration was given to using outside marketing contractors, but we do not recommend this direction for several reasons. Because the organization does not have the underlying MIS and marketing KSC Strategic Plan 58 structure in place, use of an outside consultant to complete piece meal marketing efforts would not be effective in establishing a long term solution. Additionally, an on-staff marketing professional will be better positioned to gain an understanding of the organization and its customer base in order to contribute across multiple areas needing attention. A results based compensation package could be negotiated to ensure that KSC gets desired results whereas external contractors will be less willing/likely to agree to a results based fee. The use of external marketing resources to cover the wide range of marketing related needs at KSC would quickly become cost prohibitive. We believe that the organization needs someone who can manage a comprehensive marketing program and use their professional marketing expertise to assist the club in many other areas.

By hiring the right individual with professional marketing experience, KSC will be positioned to use the talents of this individual to address several of the aforementioned key issues. A marketing professional can work with club management to develop and market a unique “Kirkwood way” of doing things that will help differentiate the KSC product from the competition. The marketing professional will be challenged to research customer preferences to gain an understanding of the changes KSC may need to consider in order to reduce attrition and attract and retain players. The marketing professional can conduct competitive analysis to pinpoint any advantages that KSC competitors have so that the club can formulate appropriate mitigating strategies. A qualified candidate will have experience in working with ACCESS databases or other software tools used regularly by marketing professionals to gather and analyze data. KSC management can KSC Strategic Plan 59 provide input in the design and development of the database to ensure that it can be used for other non-marketing related applications.

This individual would be responsible for marketing of all KSC programs, tournaments, camps and non-soccer activities. The Director of Marketing and Public

Relations will also be tasked with addressing the need for increased communication across the organization. We strongly encourage KSC management to ensure that communication initiatives are balanced and do not focus solely on the representative team program. We believe that communication must be more inclusive of the instructional league parents and players in order to increase awareness of KSC amongst that group.

Responsibility for communication would also include assessment and improvement of the

KSC web site and its content as well as exploring and developing email and text messaging communication tools. This individual would also assist the Executive

Director with public relations and communications necessary to support fund raising initiatives.

The hiring of a full time marketing professional is a bold strategic move for the KSC organization. Our benchmarking of soccer clubs has revealed that many have followed the lead of others when developing organizational structures. We believe that successful organizations make decisions based on what they need to address, not on an outdated organizational template developed and used by another club that may have different issues and needs. During the strategic planning process, one part time KSC employee retired and the full time Director of Coaching resigned. The part time position was not filled and the full time Director of Coaching was replaced by a part time person. The combined resulting savings in salary expense would offset a significant portion of the KSC Strategic Plan 60 cost of hiring a full time Director of Marketing and Public Relations. Additional efficiencies will be realized as the new Director of Marketing and Public Relations would assume various functional responsibilities that are today being performed by other staff members, including the Executive Director. The use of performance based compensation would allow the organization to offer a competitive salary arrangement to attract a qualified marketing professional, while ensuring that increased expenses would be mitigated by increased revenue.

The issues and key challenges facing the KSC organization are not new. Competition has been gradually increasing for a number of years. Communications was the top issue identified in the 1997 strategic planning process. Therefore, KSC is not reacting to short term issues, but attempting to address ongoing concerns that are pose increasing levels of risk to the organization. With the right candidate, a clear set of goals and objectives, performance/results based salary structure and the ability to effectively monitor results, the KSC staffing model could become the template of the future for soccer clubs across the country. This represents a fantastic opportunity to be proactive and creative by taking a unique approach to address the challenges KSC faces.

Summary:

• Current KSC staff and board do not have professional marketing expertise

• Current KSC staff and board are not able to provide the dedicated time commitment to support and manage marketing, communication and public relations programs

• Hiring of a full time Director of Marketing and Public Relations will be more effective than use of external marketing resources to complete piece-meal assignments

KSC Strategic Plan 61

• Director of Marketing and Public Relations will be responsible for compiling data necessary to conduct analysis in order to formulate the most appropriate marketing strategies

. The club is currently unable to produce basic data such as attrition rates, geographic concentrations, customer demographics and annual program participation trends . Customer satisfaction surveys . Competitive analysis . Marketing tests . Demographic and trend analysis

• Director of Marketing and Public Relations will be responsible for improving the quality and quantity of communications across the organization. This would also include pursuing the use of new communication tools such as email and text messaging and management of our existing web site.

• Specific goals, objectives, and budget parameters can be established and used to monitor the effectiveness of marketing initiatives recommended by the marketing professional. Appropriate cost benefit analysis can be completed to justify expenses versus results attained.

• Performance and impact on specific programs can be evaluated by using program specific P&L results.

• Director of Marketing and Public relations will be responsible for marketing of all programs including instructional, representative team, camps, tournaments and non-soccer activities.

• Salary expenses can be absorbed as a result of recent personnel changes

• Use of a marketing professional will provide KSC with a strategic advantage over its competitors

KSC Strategic Plan 62

Strategic Initiative 3

Implement a formalized fundraising program

Of the many challenges facing KSC, the one having the most potential impact is that of diversifying and sustaining revenue streams. For most non-profit organization, formalized fund raising programs are the cornerstone of financial security. KSC has ventured into organization (versus team) based fundraising on a limited basis. An outside fundraising consultant was hired several years ago to assist with implementation of a capital fundraising campaign. An advisory group was formed in 2003 to assist in providing the club with additional guidance and expertise in this area. But the organization has failed to successfully implement and sustain a consistent, formalized fund raising program. We consider establishment and implementation of a fund raising infrastructure a top priority for KSC.

The Executive Committee, along with the Executive Director must be actively involved in development and implementation of fund raising strategies. It is our opinion that the leaders of KSC have focused too heavily on operational and soccer related matters and should place higher priority on organizing, sustaining and managing a successful fundraising program. Financial soundness and security of the club must be appropriately prioritized. We recommend that the Executive Director be accountable for specific fundraising goals and objectives and that specific results be reviewed regularly by the Executive Committee and discussed monthly at board meetings. KSC Strategic Plan 63

We recognize that KSC must increase its functional knowledge of fundraising and suggest that the Executive Director and designated members of the organization pursue networking and educational opportunities to become more familiar with fundraising practices in order to manage a successful program. KSC should investigate state and

county sponsored non-profit support agencies and programs as well as other

organizations available to assist with non-profit fundraising. Outside consultation should

be considered but based on the past negative experiences with fundraising consultants,

we suggest that consultation be used to enhance knowledge and identify resources and

reference information. Fundraising strategies should be diverse and include grant

searches, corporate and private donations, member donations, in-kind contributions, and

other creative methods. The Director of Marketing and Public Relations will assist with

fundraising programs and should be responsible for evaluating and suggesting new

initiatives and preparing and distributing marketing materials and communications

related to fundraising.

As KSC considers new programs and diversification, careful consideration must be

given to programs that will better position the organization for successful fundraising.

By gaining a better understanding of how larger funding sources evaluate organizations,

KSC may be able to identify specific programs that will increase the potential for

funding.

Summary:

• Formalized fund raising program is critical to providing sustained funding for the organization

• Fund raising efforts have not been sustained and have not been appropriately prioritized by KSC leadership

KSC Strategic Plan 64

• Executive Director will have specific goals related to fundraising and Executive Committee and Board of Directors must be fully engaged and monitor progress ongoing

• The organization must increase its awareness of successful fundraising practices by seeking additional knowledge from external resources

• Increased understanding of donor evaluation criteria will assist KSC in development of new programs that may be more attractive to potential donors.

Strategic Initiative 4

Evaluate new business opportunities and revenue sources

In light of current facility expansion and the increased debt related to the loan from

Region 1, Kirkwood must closely monitor revenue and expenses and seek new, diversified and stable sources to generate revenue.

• The use of program specific P & L statements previously discussed in this document will enable the club to evaluate individual programs and compile revenue trend information in order to react to changes.

• It is imperative that KSC closely monitor expenses and understand the impact of facility expansion initiatives relative to operating expenses.

• The organization will need to identify and pursue new revenue streams in order to maintain an appropriate reserve fund that could be used to sustain the operation in the event of financial crisis. This includes consideration of other sporting activities that may provide additional revenue while enabling the club to increase its impact on youth in the community. As the club evaluates new opportunities, we strongly encourage them to do so in a systematic, methodical method. To assist KSC with this endeavor, we are providing them with a template that can be used to effectively evaluate new business ventures.

These initiatives will require a better understanding of existing customers to determine what they want as well as expansion into new markets. All opportunities must be KSC Strategic Plan 65 evaluated in a consistent and structured manner to provide organizational leaders with sufficient data to make sound decisions. We recommend use of a business opportunity assessment model that will enable KSC management to assess the attractiveness of an opportunity as well as the feasibility and risk. The following model will assist KSC in evaluation of new business initiatives.

To demonstrate how the model works, we completed an assessment of three new potential business opportunities that exist for KSC. Field hockey and lacrosse programs were rated highly because both have significant revenue potential and were highly feasible given compatibility with the facilities and the fact that both have a high crossover of soccer players who are already familiar with Kirkwood. Offering training and KSC Strategic Plan 66 conditioning programs was evaluated as a less optimal business venture for KSC because it represents a different type of product with higher risk and overhead. Additionally,

KSC would be heavily dependent on third party resources to facilitate the programs.

By using these tools to evaluate new business opportunities, KSC can provide leaders with consistent data, presented in a visual format in order to support more informed decision making.

KSC Strategic Plan 67

siness Financial Attractiveness Brand Impact Rank Customer Value Proposition Urgency unity (Potential Year 1 Revenue) (Consistent with Mission) ockey 1 • Allow s KSC to ex tend • KSC facility ideal,off ers indoor • Pa s t ex per i ence offerings to traditional or outdoor play bas ed on suggests demand exists ams season/weat her customer segment, • Many soccer player s • Customer base is familiar with incr ease impact on youth KSC facility also play fie ld ho ckey

Strategic Initiative 5

Establish an Ethics Committee

The Kirkwood organization has not been exempt from conduct issues that permeate

youth sports in our society today. In order to promote and encourage ethical conduct and

decision making by administrators, players, coaches and parents, we recommend

implementation of an Ethics Committee. The committee will be responsible for

establishment and enforcement of ethical codes and agreements that are consistent with

the moral principles and values of the organization. The committee will be responsible

for protecting the reputation of the organization by monitoring to ensure fairness and

honesty. The committee will also provide confidential guidance to administrators,

players, coaches and parents when they are faced with challenging ethical dilemmas.

Each employee, coach and board member will be required to sign an ethics agreement

that defines expected standards of behavior and conduct. The Ethics Committee will be KSC Strategic Plan 68

responsible for ensuring that signed agreements are maintained and will also investigate

and take action to eliminate potential conflicts of interest, inappropriate behavior or other

actions that may be detrimental of place the organization at risk. This strategic initiative

was approved by the KSC Board and implemented in March of 2005. We have provided

the committee with an ethics agreement for all board members, which was distributed at

the April 2005 board meeting. Ethics agreements for employees and coaches are being

developed at this time.

Strategic Initiative 6

Develo p and implement a diversification plan for the Board of Directors

This strategic initiative will challenge the KSC leaders to think objectively and put

aside personal feelings for the good of the organization. The current board is comprised

solely of people with some affiliation to the game of soccer. Most of the current board

members are coaches and/or parents who are or have been part of the representative team program at KSC. This is not unusual given that participation on these teams requires a greater commitment including some club mandated volunteerism. Parents from these programs tend to be the ones who bear most of the volunteer responsibilities, including board positions. Within the KSC organization, the largest number of parents and players participants in the instructional league programs. These programs also generate the most revenue for the organization and are the foundation to building competitive rep teams.

Increased board representation from parents who are involved with this program will help KSC Strategic Plan 69

to create greater balance between travel and instructional league programs by leaders of

the organization.

The club must also consider taking steps to recruit minority and female membership to

be more reflective of club demographics. As the organization develops marketing

strategies and community outreach programs, they will need to reach certain minority and

ethnic populations. Having appropriate representation from these communities will

provide insight and perspective necessary to achieve the successful inclusion of all

children in KSC programs.

We also recommend that KSC seek to identify qualified board members from outside

of the soccer community. Experienced business professionals, educators and people with

many other backgrounds would all provide the organization with new ideas and

perspective. It is a very common practice among non-profits to publicize board positions.

The News Journal sponsors a web site for just this purpose at www.delawarenonprofit.org/volunteer. The Delaware Association of Non-Profit

Agencies is another resource that KSC should utilize. This organization serves as a

support group providing non-profits with helpful information and resources. They also

publicize volunteer opportunities on their web site, www.volunteersolutions.org

The Delaware Health and Social Services Agency, is a government sponsored

organization also engaged in activities to support non-profits. Information on this

organization can be found at www.dhss.delaware.gov Many other agencies and non-

profit support groups exist in the state of Delaware. KSC is encouraged to review the

services provided by these groups and utilize them as appropriate. KSC Strategic Plan 70

By establishing board diversification as a key strategy, the Kirkwood Soccer Club will send a clear message that leaders of the organization are objective, thinking globally and committed to act in a responsible manner for the good of the organization. In order for the club to reach the next level, new ideas and input are needed. A board member who is committed to the organization, believes in the KSC mission and vision and is willing to work hard to achieve established goals, will be a valuable leader even if they are not actively involved in soccer as a parent or coach.

Strategic Initiative 7

Establish a formal relationship management program

Kirkwood Soccer Club has relationships with several key vendors and organizations that are critical to the success of the club. Currently, there is no formalized relationship management program or designated KSC representative responsible for carrying out the relationship. Given the critical nature of these relationships, a strategic, well planned approach to interactions, negotiations and communications with these partners is warranted. Additionally, a relationship management program will also assist KSC in identifying potential new partners who offer goods, services and/or benefits that are needed as the organization carries out its strategic initiatives. Relationship management is simply a planned strategic approach to how the organization interacts with a particular business partner. The process involves understanding what that partner does for KSC, what KSC needs to do for the partner, how the relationship can work for the benefit of the KSC Strategic Plan 71

club, who are the key contacts and what changes if any may need to be considered in the

relationship. It also involves periodic assessment of the business partner to protect KSC

from financial and reputational risk and to ensure that continued use of that partner is in

the best interest of KSC. In some cases, KSC may not have an option to rescind or

modify the relationship. Responsibility for managing key relationships must be assigned

to someone in the organization who will be accountable for executing specific

relationship strategies and providing the board with periodic updates.

Currently, we consider the following organizations/entities to be critical business

partners for KSC:

• New Castle County • USYSA Region 1 • Delaware Youth Soccer Association (DYSA) • Christiana Care Physical Therapy • Copper Penny Store • Wilmington College • Admiral Soccer • MBNA • United Way

KSC should maintain documentation of key relationship strategies, contacts and interactions with these organizations. The leadership of the club must have consistent and clear objectives regarding these relationships and only designated people within KSC will be authorized to negotiate or interact on behalf of the club with key business partners.

Strategic Initiative 8

Seek opportunities to build relationships with local schools

KSC Strategic Plan 72

One of the major challenges and threats to KSC is the continued loss of practice fields at local neighborhood schools. Evidence suggests that some attrition in the instructional program is due to the convenience of using a local competitor club who can offer a practice location closer to home. The loss of school fields has also increased the use of

KSC fields by representative teams, causing increased wear and tear on club fields.

Competing organizations have become very aggressive in seeking to bump KSC from permits at key fields which have been held by KSC for many years. We believe that it is appropriate and long overdue for KSC to take aggressive measures to compete for these valuable field permits.

We suggest that KSC management offer partnership opportunities with local schools as a first step to building a reciprocal relationship. Specific actions to be taken include contacting school administrators and extending personalized invitations to visit KSC and learn about the programs we offer. It will be imperative to demonstrate the “KSC way” to show school administrators that the club contributes to the development of the whole child, not just the soccer skills of the child. School Physical Education classes can be invited to visit the KSC facility on field trips and the club can provide a qualified soccer coach to conduct a brief clinic and introduce the children to fun soccer drills. The KSC mascot can be used to enhance the experience for the children and parental participation in the field day event will be encouraged so that parents will be exposed to the facility and positive experience that their child will have.

Additional goodwill can be established by requiring KSC teams to conduct occasional clean up sessions at local school fields where they practice. This will demonstrate KSC’s appreciation to the school administrators and serve to better position the club as a KSC Strategic Plan 73 desirable user of these facilities. There are additional benefits associated with the building of better relationships with the local schools. The schools serve as an excellent source of new participants for KSC programs. By introducing the teachers, administrators and children to KSC through school related activities, they will become familiar with the club. By demonstrating that the KSC organization is committed to providing a safe, positive environment and using soccer programs to develop the whole child, parents will be more likely to make an informed decision than a convenience based choice of soccer clubs.

Strategic Initiative 9

Hire an outside HR vendor to develop personnel policies and procedures

The KSC organization lacks a consistent and formal personnel management program.

Formalized goals, performance appraisals, and general personnel policies are needed to effectively manage the efforts of paid employees. Historically, this situation has led to increased time spent by board members to deal with personnel related matters. Recently, the Executive Director has been granted increased authority to manage personnel. The organization must provide him with the appropriate framework to successfully complete this assignment. We recommend that KSC hire an outside HR vendor to develop and document personnel policies and procedures, performance appraisals and goals for all

KSC staff. The outside vendor can be used to provide KSC management with specific personnel related recommendations to ensure that the organization is compliant with standard labor practices. KSC legal counsel will be used to review and provide concurrence with any personnel policies, procedures and practices. Personnel matters are KSC Strategic Plan 74 a highly litigated area and KSC must take action to develop and implement policies, procedures and practices to ensure fair, consistent and compliant treatment of employees.

Strategic Initiative 10

Expand the scope of current risk management program

In youth sports, the term risk management generally refers to efforts to protect children from predators through some type of screening process. The Kirkwood organization has taken a lead role among soccer clubs in the state of Delaware by establishing stringent screening standards for all volunteers. We believe this initiative should be expanded to include other risk areas in forming a comprehensive risk management program for the club. The comprehensive program should manage the following risk areas:

• Reputational Risk . Improve and manage public image through professionally administered public relations program . Increase community involvement . Maintain awareness of issues or matters that could damage the reputation of the organization

• Child Safety . Oversight of background checks for employees and volunteers . Increased monitoring of the facility by board and staff . Enhanced training of staff and board to identify and deal with child safety issues . Management and monitoring of the KSC environment to ensure that it is child friendly

• Liability . Mitigate risk associated with injury and damage claims . Education of KSC staff, coaches and volunteers on potential safety issues KSC Strategic Plan 75

. Dissemination of information from insurance company to help mitigate risk of litigation and liability claims

• Quality Control . Formalized customer feedback program . Increased monitoring of attrition rates and overall customer satisfaction levels . Improved metrics to evaluate the quality of KSC programs in order to sustain competitive advantage

• Succession and Emergency Management . Development and management of a formalized succession plan . Development and management of emergency procedures covering severe weather practices, lost children, incident management and other areas as needed

• Asset Protection . Ensure the protection of fields, equipment and the facility . Manage insurance coverage and security . Recommend asset protection initiatives

During the strategic planning process, a member of our team attended a national youth soccer convention sponsored by USYSA. One of the presentations discussed the increased volume of litigation arising from injury and damage claims against soccer organizations. The associated increase in insurance costs creates a growing expense that some organizations can no longer afford. Kirkwood paid over $16,000 for liability insurance in 2004 and expects this figure to be over $20,000 in 2005. In order to mitigate risk of litigation, it is imperative that KSC incorporate safety related considerations as part of its risk management program.

It is important for KSC leaders to recognize, manage and take actions to mitigate all risks present potential threats to the organization. We believe that focus on risk management from a global perspective will result in more effective management and prevention of potential losses. Ideally, the Executive Director would be responsible for KSC Strategic Plan 76

Risk Management with assistance from designated board members. Monthly updates

pertaining to risk management areas must be included in the board agenda. When

necessary, the Executive Director can recommend the use of external resources to

provide consultation or risk management related services.

Strategic Initiative 11

Re-engineer current organizational structure

During the strategic planning process, our recommendation to establish and fill an

Executive Director position was implemented. In May, Joe Mills was promoted from

General Manager to Executive Director. This title is consistent with the responsibilities

of the person responsible for day to day oversight and activities of the organizations. As

General Manager, Mr. Mills performed some of the duties and responsibilities typically

associated with the Executive Director position. As Executive Director, Joe Mills will

need to increase his focus on carrying out the new strategic initiatives described in this

document. This includes fund raising, increased personnel management responsibilities,

relationship management, risk management and oversight of marketing and public

relations strategies. As previously mentioned, a succession plan must be implemented

and operating procedures for the club must be documented. Also, hiring of a Director of

Marketing and Public Relations will result in some reorganization of functional

responsibilities within the organization. In conjunction with all of the aforementioned

initiatives, we are recommending that KSC complete a review of all personnel functions KSC Strategic Plan 77 and make adjustments to job responsibilities that will best position the organization to carry out established strategic initiatives.

KSC utilizes a number of part time employees to perform a variety of functional responsibilities including opening and closing the facility, assigning and coordinating referee assignments, directing various programs and assisting during tournaments and high traffic events at the facility. A listing of these individuals and their responsibilities should be included in the KSC organizational chart. The use part time employees is necessary to run the operation given the limited number of full time staff and the current work load and scheduling demands on these individuals, including the Executive

Director.

As Mr. Mills assumes new responsibilities, we believe that he will need to be relieved of responsibility for maintaining the fields and being on call to staff the facility and serving as facility manager. His turf management expertise and knowledge can still be utilized in an oversight capacity. The club must assess various options to address this situation and allow Mr. Mills the opportunity to focus on his new job responsibilities.

We believe that hiring of a facility manager will be the best option for the organization, but we suggest that the club defer this decision until completion of a comprehensive review of the current organization and job responsibilities is completed. Joe Mills should lead this project and make specific recommendations to the Executive Committee. As part of this assessment, we recommend that KSC evaluate outsourcing of field maintenance and turf management functions. A cost benefit analysis should be completed to evaluate available options. KSC Strategic Plan 78

Strategic Initiative 12

Engage in competitive analysis

In order for KSC to compete, it must understand who and what it is competing against.

A structured process of gathering and evaluating competitor data will enable KSC to better assess the competition. The KSC organization must not become complacent as the competition engages in competitive strategies that have already had a negative impact on

KSC. Kirkwood must approach the marketplace fully aware of pricing and program offerings as well as the customer experience provided by the competition.

During the strategic planning process, our team conducted an objective comparison of

KSC to its three largest competitors, Hockessin, Concord and MOT. Clubs were evaluated using four dimensions

• Facilities

• Programs

• Customer Experience

• Organization / Staffing

Each club was contacted by phone or email with a request to register a child for their programs. Information was obtained on the location of the facilities where games are played, programs and cost of registration. Site visits were made to the various field locations where they were evaluated for convenience, safety and quality of the facility.

Programs were evaluated based on the diversity and breadth of programs available, cost of participation and quality of marketing materials and information including printed and online materials. During site visits to the various field locations, parents were asked KSC Strategic Plan 79

about their experiences and satisfaction with the respective organizations. Attempts were

made to determine attrition rates, however, none of the organizations tracked this

information. Parents were also asked about the quality and frequency of communications

and web sites for the various clubs were accessed and reviewed. Organization and staffing were assessed based on availability, timeliness of response, professionalism and the ability of club personnel to answer questions about programs and the registration process.

The clubs were ranked based on four stages of excellence:

Stage 1- Results indicate inferior performance with significant improvement needed to be competitive.

Stage 2- Results indicate average to slightly below average performance with lack of consistency and opportunity for improvement

Stage 3- Results indicate above average performance with highly competitive, consistent results

Stage 4- Results indicate superior performance and quality

Kirkwood was rated very favorably when compared to other Delaware based soccer

clubs. Contributing factors include superior facilities, diverse and affordable program

offerings and the availability of a full time, qualified staff. Opportunities for

improvement were noted in program marketing, customer experience categories and

convenience of the location.

KSC Strategic Plan 80 KSC Other Clubs

Stages of Excellence Dimension KSC Assessment I II III IV Facilities • Superior facility with continuing improvement • Quality of facilities • More convenient but not neighborhood based • Location and convenience • One location with low incident occurrence over 10 • Safety and environment year period

Prog ra ms •Largest number of programs with several unique/special interest and non-soccer options • Diversity and breadth • Affordability and value •Generally priced slightly lower than competitors • Marketing •Lack professionally managed marketing program and plan Customer Experience • Attrition not fully monitored and tracked • Attrition rates • Availability of full time staff is advantage • Customer satisfaction level • Lack communication plan and consistent delivery • Communications of information to customers Organization / Staffing • Staff is accessible • Availability • Executive Director stresses professionalism • Professionalism • Experienced and qualified staff • Quality and level of expertise

Strategic Initiative 13

Implement a responsibility matrix and strategic planning calendar

One of the desired outcomes of the strategic planning process was to build a template

that the organization could utilize moving forward. Club leaders recognize that board

turnover results in loss of continuity and are seeking process controls and guidelines to

address this concern. We concur with their assessment, but we also believe that the first

stage of a successful strategic planning process is actually implementing strategies and

action plans that are established. With this in mind, we recommend that KSC utilize a

responsibility matrix to include a listing of strategic action items, who will be responsible

for completing them, expected completion date and comments/notes to record milestones KSC Strategic Plan 81

and reference information. Progress reviews will be included as an agenda item at each

board meeting and responsible parties will be accountable to provide updates. We

recommend that the club Vice President be responsible for managing the document and

contacting responsible parties for updates prior to each board meeting.

Strategic Objective Action Items Due Status / Notes Assigned To Date

• Prepare job description Executive 6/15-Employment agreement will need legal Hire Marketing Manager 7/1/05 •Develop employment agreement Committee approval. • Prepare help wanted ad Lau ra 7/1/05 • Run ad in News Journal •Executive • Review candidates and conduct •8/1/05 Director interviews • Executive • Fina l interviews •8/10/05 Committee

Target Completion date 9/1/05

Approve New Mission J. O’Donnell 6/10-Placed on August Board agenda for Present to Board 8/12/05 Statement M. De Stefano vote

•Assess current board members for Identify Assistant Treasurer qualifications and interest 6/10-Assistant Treasurer should participate in K. Kremer ASAP Candidates transition meetings with Ken and Sam Park

Regular use of this document at KSC board meetings will help to retain focus on strategic

initiatives and ensure that the board is engaged at some level in an ongoing strategic

planning process.

On an annual basis, the club should review its mission and vision statements and

complete self-assessments. We recommend that the board develop both an organizational

assessment and a board self-assessment. A comprehensive review of the strategic plan

should be conducted annually. The board must decide if they want this to occur during

the fourth quarter of each year with a January to December fiscal year, or if they would KSC Strategic Plan 82

like to align it with incoming board members, which would be a July to August fiscal

year. These options will be discussed with the KSC executive committee during a

meeting in July at which this document will be presented and implementation plans will

be finalized.

Project Team

Joseph R. O’Donnell

Joseph R. O’Donnell is a First Vice President for MBNA America Bank. He joined MBNA in December 1988. He is responsible for development and implementation of corporate wide Risk Management strategies. From 1993 through 2004, Joe was responsible for Portfolio Risk Management including oversight of all credit card lending activity and Loan Review functions.

Mr. O’Donnell began his career with Kentucky Financial Corporation and held management positions with ITT Financial Corporation and American Express prior to joining MBNA. He was a charter employee of American Express Centurion Bank where he served on the launch team of the Optima Card product. He has over 25 years of management experience in the consumer lending industry.

Joe holds a degree in Liberal Studies from Neumann College. He is a member of the Board of Directors of Kirkwood Soccer Club and has been active in coaching youth sports for many years.

Thomas J. Henry

Thomas J. Henry is Vice President, CSD Strategy for JP Morgan Chase Card Services. Mr. Henry joined JP Morgan Chase in January 2005.

Prior to joining JP Morgan Chase, Mr. Henry was a Senior Manger, Risk Management, American Express Company with responsibilty for offshore outsourcing of key customer service related activities. In addition, Mr. Henry also had responsibility for managing all late stage consumer and commercial portfolios as well as serving on the firm's portfolio acquisition team.

Mr. Henry participates in a variety of civic, social and community organizations, including Kennett Unionville Athletic Club, Kennett Square YMCA programs and Cubs Scouts PAC 131.

He holds a degree in Liberal Studies from Neumann College.

KSC Strategic Plan 83

Larry A.Guinan

Larry A. Guinan is a First Vice president of MBNA America. Mr. Guinan is a member of the management team of Statement Services responsible for Technology, Control and Compliance, Quality Assurance, and Operations. Prior to this assignment, Larry was responsible for technical management for Production Operations, which included systems management for Bank Operations, Card Services, Payment Services, and Statement Services. This included systems located in Hunt Valley, MD and Dallas, TX.

Before joining MBNA in 1993, Larry served as District Manager for BancTec Inc. responsible for Field Service operations in Delaware, New Jersey, and Pennsylvania. After beginning his career in computer technology field service in the financial industry, he enjoyed an 8 year career managing IT professionals.

He holds a bachelor’s degree in management from Neumann College. Mr. Guinan has over 20 years experience in computer technology and systems development.

Larry actively supports the Easter Seals Delaware and coaches youth sports in Delaware County.