Strategic Plan COPABE 2020

Strategic Plan COPABE 2020 - 2025 About this document The Pan American Baseball Confederation, is the fundamental pillar for the development of baseball in AMERICA, it must provide all the support and benefits for the growth of the national federations in the continent. The purpose of this document is to present in an orderly manner, a solution to the problems that, over time, have made COPABE an organization with organizational difficulties and lack of growth as the maximum entity of continental sport. Identifying the current critical factors has led us to develop a document that is presented as a Strategic Plan for the period 2020 -2025. To develop it, as a first step, we worked on the construction of a new mission, vision and values. A new starting point. This was possible after a deep and detailed analysis, also adding the points of view of different stakeholders, both inside and outside, to begin with the construction of a new structure. As a result, a broad and complete identification of objectives and solutions was achieved that help shape the common and coherent strategic objectives for the construction of this Strategic Plan and action plans. Behind each strategic objective are priorities that highlight particular areas of focus and activity, each employing its own goals and action plans to shape the global Strategic Plan. COPABE publishes a four-year Strategic Plan to transform, manage, develop and build a better organization with a unified structure, with a voice and government, for all national federations in all their categories and modalities. Executive committee The Objectives and action plans are detailed in diagrams that will facilitate reading and understanding. Vision, mission and values For the elaboration of this strategic plan, we developed a new mission and vision, which we consider key in day-to-day activities and the decision-making process. Mission: As the continental governing body, the Pan American Baseball Confederation (COPABE) is in charge of promoting the increase, development and expansion of the practice of Baseball in the Americas, organizing, supervising and enforcing the technical norms and regulations established for tournaments and regional and continental championships, as well as promoting mutual respect in the relationships of all the National Federations affiliated and represented in COPABE, coordinating their actions and assisting in their planning, training and technical- educational management programs, to guarantee the comprehensive development of their athletes. Vision: To be the best and most important continental organization of the WBSC promoting the growth and development of the sport, taking advantage of the fact that it is the region with the largest number of athletes and talent in the world. Values: Integrity Courage Determination Discipline Inspiration Equality SWOT ANALYSIS Definition of the strategy from the analysis Strengths One of the sports with the largest audience of fans on the continent. Baseball quarry for America and the professional world. Support from the 31 Federations together with the national governments for the organization of events. Baseball growth in undeveloped countries Be the rector of national sports in each national federation with the support of governments. Owner of the commercial rights of federated baseball for the exploitation of baseball on the continent. Great human resource for coach trainers and young players. Knowledge of current problems. Great motivation for organizational improvement. Share region with the best professional leagues worldwide. Weaknesses: Human capacity for management. There is no official registered office. The legal and banking structure has not been formalized. It does not have a formal administrative structure. We do not exploit Public Relations with different organizations. It does not have working commissions. Little participation within the WBSC commissions and in other organizations of interest. Little appreciation of the planning and granting of headquarters. There are not enough resources. Copabe does not provide adequate support for its tournaments. Little and bad communication management, as in their social networks. COPABE has little information on the management of its associated Federations. Its Statutes, Rules and Procedures have not been renewed. Opportunities: • Define the official headquarters and its organizational structure. • Build COPABE's Corporate Image, Tournaments and Products • Update its statutes, rules and procedures. • Link suitable people for this project of change. • Generate strategic alliance with the WBSC. • Manage a show case to attract talent from professional organizations. • Maximize and optimize the Pan American World Cup qualifying events. • Generate the conditions of the Pan American Pre world events are of superior quality. • Generate more supportive alliances with the most important sports organizations in sport. • Design and implement new tournaments. • Strengthen Women's Baseball. • Develop Baseball5 from its massification and competition. • Promote different baseball development programs in educational centers from an early age. • Create and promote Social Responsibility projects. • Create a training school for all aspects of Baseball for everyone. • Create a COPABE Ranking that counts all your tournaments. • Define brands for our tournaments. • Specify the media ecosystem. • E-commerce store. Threats: Little interest from countries to hold events. High costs for organizing events. Little participation of the countries in the events. Global economic downturn and health crisis. Internal political division. Losing the participation of federations in the hands of other organizations. Greater growth of other organizations (Little League - Pony League). No financial - economic generation capacity. Strategic Framework Objectives for Change After studying the current situation of the confederation, analyzing our strengths and opportunities, carrying out an exhaustive observation of what we must modify, we work on setting up strategic objectives, supported by specific objectives indicated in activities and action plans that each area needs to undertake in order to build the Strategic Plan. • Formalize the official headquarters, the legal and financial situation of COPABE. • Implement technology in different processes. • Build the new image and its positioning of COPABE as its brand ecosystem. • Modernize Statutes, Rules and Tournament Procedures - Protocol. • Design new tournaments and events. • Improvement in the quality of our tournaments. • Promote and develop women's baseball and BASEBALL5. • Create the Comprehensive Baseball Training School. • Create the Pan American College of Umpires and Scorers. • Create the database of Players, Officials, and members. • Create the statistical record base for both players and events. • Be the Nexus and Promoter between federations and educational organizations for the development of Baseball in educational centers from an early age. • Make partnerships with the bodies of world sport. • Develop Marketing and Merchandising based on value alliances with brands interested in our market. • Create the Hall of Fame • Create Social Responsibility programs. Strategic Framework Action Plan • Formalize the official headquarters, the legal and financial situation of COPABE. • Modify the Statutes and documents necessary for good governance. • Generate the new COPABE brand as a business unit (sports-business). • Generate alliances with brands relevant to sport. • Develop alliances with the most relevant sports institutions in the world. • Lead the organizer together with the Organizing Committee and the National Federation hosting the Pan American Championships. • Modify and improve the communication and digital image of the COPABE brand. • Generate the attraction of the major sports media. • Generate more interest in developing countries. • Seek greater attraction in women's baseball and in Baseball 5, generating events • Get more interest from fans. • Find new regional and international markets. • Generate an alliance with leagues from other continents. The action plans are detailed by department for your understanding and better visualization; they are indicated in a recommendation timeline. Strategic Framework Timeline MACROCYCLE Start 01-06-20 Deadline 30-06-25 Cycle I Start 01-06-20 Last Start Date 01-11-20 Cycle III Start 01-03-22 Cycle II Start 15-01-21 Last Start Date 01-09-21 Nro Fase Action Star Closing In Charge Control 1 1 Registration Legal Headquarters 01-06-20 01-07-20 Jimmy Char Executive committee 2 1 Statutes - Rules - Ethics - Protocols Studies and Analysis 01-06-20 *.* Legal Com. G. Barillas 3 1 Development of alliance with BASE (WBSC) 01-06-20 *.* Marketing Com. Executive committee 4 1 Bank account 15-06-20 30-10-20 Treasury Jimmy Char 5 1 Development of Social Networks (Press - Web Master - Community Manager) 01-08-20 01-09-20 Marketing Com. Jimmy Char 6 1 Construction of the new image 01-08-20 01-09-20 Marketing Com. Executive committee 7 1 Promotion of the development of BASEBALL5 01-09-20 *-* Technical Com Executive committee 8 1 Start and Creation of the Americas Series 01-09-20 *-* Executive committee Executive committee 9 1 Construction of the Development Commission to support the NF 01-09-20 *-* Executive committee Executive committee 10 1 Construction of the media plan 01-11-20 *-* Marketing Com. Executive committee 11 2 Creation of Programs for Sub-Confederations 15-01-21 *-* Executive

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