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Everyone's Game

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Everyone's Game EVERYONE’S GAME PROGRESS PLAN A WAY FORWARD Soccer in the United States is at an infection point. In the two-plus decades since the World Cup came to the U.S., MLS launched, and our Women’s team won the frst Women’s World Cup, we have made tremendous strides as a soccer nation. But now—to ignite the next phase of growth—we need new vision and new leadership. The U.S. Soccer Federation has risen with the tide of interest of the game in the U.S., generating record profts and an impressive sur- plus. Yet while riding that fnancial wave, it has also lost touch with the grassroots soul of the sport, failed to invest in success at all levels of the soccer pyramid, and, most importantly, overlooked the critical role of its membership in helping build an enduring soccer culture. Over the past several months, I have traveled the widespread perception that the standing of individuals nation and have spoken with hundreds of U.S. Soccer and associations in our soccer family has less to do with members, coaches, athletes, administrators, referees, merit and more to do with the favor of those at the top. and fans. From these conversations, it is clear that the We need not just a new leader but a culture change in Federation is failing to adequately serve its members. leadership, a new approach that is inclusive, transparent, Our nation is full of association and club leaders, and empowering. coaches, players, and parents who love this game— many of them have devoted their lives to helping grow That is what I intend to bring to the Presidency. It is in it. Yet in the absence of the right kind of leadership, that spirit that I present the ideas below. Based on my their efforts are often either at cross-purposes or conversations, these are all ideas and policies worth undercut by confusing direction from the top. You can exploring (or, in some cases, continuing to pursue). see this most clearly in our youth game, where the But I would not presume that anything I’m presenting inability to build both an inclusive base and a clear path couldn’t be improved by further discussion and to elite training has created rampant market confusion feedback—both from those who support these ideas for players, parents, and clubs. If we fail to solve this, the and those who disagree with them. I also realize that failure of our men’s team to qualify for Russia will be a many of these proposals are signifcantly more detailed nightmare we relive in the near future. than any yet offered by other candidates and that, in getting more specifc, I’m opening myself to criticism. How did we get here? With too much top-down, unilateral decision making, too little soccer expertise, That’s the point. Anyone who can’t handle such an open and too much favoritism and intimidation at the expense dialogue isn’t, in my view, qualifed for the job. Win or of openness, equality, and merit. From my conversations lose, ultimately, what is most important to me is that the with the membership, these themes have come up again best ideas for growing our game are out in the open and again. I’ve heard them in reference to decisions and openly discussed. I look forward to engaging with like the hiring of Jurgen Klinnsmann, the changing delegates, fellow candidates, and fans in the weeks of birthday policies for youth registration, and the leading up to February 10th. Transparency U.S. Soccer must be a global beacon for honesty, transparency, and good governance—a model for other federations and for FIFA itself. It is clear to me from my conversations with members that we are falling short of this standard, especially when it comes to the relationship between SUM and the USSF. I have a lot of respect for the leadership of these organizations and their contributions to the game in this country. But the reality is that the current leadership seems blind to how much of a liability these perceived confict of interests are. Too often, reasonable questions about the relationship are met with dismissive responses along the lines of, “You should be thanking us.” That approach does not serve the interests of the broader U.S. Soccer membership and threatens the harmony of our Federation going forward. What follows are a number of proposals related to transparency and governance. They are all extensions of an overall policy change I would bring to offce: To the extent allowable by law and fduciary duty, I will propose bylaw changes aimed at making all board business transparent to the membership. This would include recordings or transcripts of all sessions—including recent ones like the discussion of U.S. national team coaching hires—and third-party studies that should be of signifcance to the membership broadly, such as the 2016 McKinsey study on governance. TRANSPARENCY 4 + Hire independent frm to conduct and publish audit + Create a Domestic Resolution Committee. (DRC) on USSF to analyze how the Federation is currently > Full time staff that rules over special dispensation, waivers, allocating resources and personnel to execute on its disputes & solidarity/training reimbursement fees goals. Specifcally, the audit will: > Help defne decision/execution fow chart + Bylaw Reform and policy suggestions (More at end of document) > Confrm the existence of appropriate and effective executive checks and balances > Remove language exempting constituents & affliates from being included in U.S. Soccer Confict Of > Best practices comparison to other 501c3 Interest Policy organizations/USOC Associations/International Federations, to the extent possible drawing > Every Dime, Online, in Real Time: Income and on fndings from the recent McKinsey study on expenditures must be posted online as soon as the governance, which has not been shared with the records are available and verifed. Checkbook register membership. > Contracts: All contracts between USSF and 3rd party > Analyze spending over the last 5 years vendors over $100K posted online > Analyze realized ROI over last 5 years > Bidding: Open bidding process and online disclosure of all bids on contracts exceeding $100k online > Examine all active and pending sponsorships/deals/ endorsements (i.e., SUM, NIKE, Coca Cola and other > Executive Transparency: Statement of economic offcial sponsors) interests & tax returns for USSF President, senior executives, and board members posted online + Embark on a “listening tour” across US during frst > Compensation: Salary and beneft packages for 60 days in offce to get feedback from stakeholders all USSF employees (exceeding $75K), professional and soccer fans alike on our plans to improve the coaches, scouts, and players posted online annually accountability and integrity our of governance. > Mandatory Gift Disclosure/Ban: All senior staff + Make the USSF President a paid position by repealing with contract decision-making authorities and board Bylaw 401, Section 1C members must disclose all gifts in excess of $50 from > Professionalizing the role will: any party online. All gifts that may create a confict of interest are prohibited. • Increase quality and quantity of candidates • Enhance member services by making the Federation > Member Ticket Transparency: Institute either clear a full time priority merit-based or randomized process for offering team • Create accountability and transparency currently access, feld access, seats, etc. to USSF members and lacking in the role member organizations for USSF-hosted matches. • Improve merit based reelection > Regular Press Availability: Minimum of bi-monthly public press conferences by USSF President, Men’s + Technical Decisions and Women’s team coaches and technical directors > Hire Technical Director > Ticket Pricing Transparency: Disclose all USSF ticket > Create Captains Council: a diverse group with sales, revenue and pricing policies to the general technical expertise from each level to help make public, fan clubs, resellers. Disclose any tickets gifted holistic soccer suggestions and advise on technical to any party, and ban on the resale of tickets gifted to decisions (Former players, coaches, trainers) USSF employees and board members > Review contracts and hiring process for last 3 Men’s > Lobbying Disclosure: Online transparency of any & Women’s NT coaches lobbying activities or lobbying contracts of state and local government offcials or other international > Empower the technical staff and integrate associations soccer federations through DOC’s & Regional GM’s > Annual Transparency: Budgets, audits, and tax + Hire Grassroots Director & Chief Diversity Offcer disclosures posted online after board approval > Revive the diversity task force, which was disbanded > Partner Entity Transparency: Push for full this past year due to the member’s frustration with transparency of partner entities, such as the USSF Leadership’s inattention. “United Bid Committee” for 2026 World Cup EVERYONE’S GAME PROGRESS PLAN A WAY FORWARD Equality U.S. Soccer should lead, not follow, the nation in establishing and demonstrating equality, inclusiveness, and fairness—and not just because it’s the right thing to do. It’s strategically essential to growing our soccer culture and improving our success on the feld. There are some obvious and long-overdue ways of doing this, like removing gender pay gaps and improving our outreach to communities currently underserved by the Federation, but there are also innovative ways of applying the concept of equality to U.S. Soccer itself, to treat ideas from all levels of the federation as equally important and encourage their dissemination and adoption throughout the nation. My proposals on equality will move the federation toward gender equity, empower a new Chief Diversity Offcer, and ignite innovation and participation at the grassroots level. EQUALITY 6 + 50/50 Goal. Aim for merit-based culture by moving > Support and supplement U.S. Soccer Foundation’s us to a gender equal board/executive staff by 2022 Everyone’s Game initiative by further strengthening municipal relationships & programs + Renegotiate CBA’s recognizing importance of fairness and equality for our top athletes > Create the 2026 Fund.
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