Strategic Plan –Kirkwood Soccer Club Capstone …...• Kirkwood Soccer Club was founded in 1974...
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JUNE 2005 Strategic Plan – Kirkwood Soccer Club Capstone Project Submitted by: Joseph O’Donnell Larry Guinan Tom Henry
Transcript of Strategic Plan –Kirkwood Soccer Club Capstone …...• Kirkwood Soccer Club was founded in 1974...
JUNE 2005
Strategic Plan – Kirkwood Soccer Club Capstone Project
Submitted by:
Joseph O’Donnell
Larry Guinan
Tom Henry
Table of Contents
Short Video
History of Organization
Methodology / Strategic Planning Process
Strategic Planning Goals
Assessment of Current Mission Statement
Proposed Mission Statement
Vision
SWOT Analysis
Key Issues Facing the Organization
Recommendations
Tools for Evaluation New Business Opportunities
Financial Assessment
Key Actions Taken To-Date
Wrap-Up
Appendix
Executive Summary of KSC Strategic Plan
Our key initiatives • Implement a professionally managed
marketing program • Incorporate community service and
personal development components into KSC programs
• Improve the KSC experience through increased focus on customer satisfaction and establishment of non-negotiable conduct standards
• Expand and improve the KSC facility to maintain superiority over competition
• Revise organizational structure to support achievement of key initiatives
• Implement formalized and ongoing fundraising program
Our mission “Promote the development of our youth through athletic competition. Provide recreational, social and physical development through programs offered in a positive, safe environment” Kirkwood Soccer Club: Here for the kids for 30 years!
Our strategy • Create a unique, distinct
and appealing identity • Establish a clear code of
conduct known as the “Kirkwood Way”
• Increase awareness of the organization, improve public image and increase participation in programs
• Improve competitive advantage
• Sustain the organization for future generations
KSC Strategic Plan
• Kirkwood Soccer Club was founded in 1974 to provide youth soccer teams and leagues for children in New Castle County, DE
• Grew to over 600 players by 1980
• Entered into partnership with New Castle County in 1988 to discuss development of a soccer complex
• Grant from Longwood Foundation enabled the organization to build an indoor arena in addition to developing the outdoor fields
• Organization continued to grow as soccer became more popular
• Opened current facility in 1992
History
Presenter
Presentation Notes
In 1974, there was a growing interest in soccer in Delaware. A group of parents got together and discussed setting up a league They got permits to use fields at schools located along the Kirkwood Highway between Newark and Wilmington….thus the name Kirkwood Soccer Club As numbers grew, the leaders of the organization found it difficult to secure enough fields, so they began to talk about development of a soccer facility They approached New Castle County to inquire about land that might be available and the County was impressed with the size and growth rate of the organization. �Eventually, the County told the organization that they would need to develop a business plan and demonstrate that they could raise funds. Once this was completed, the County would donate land for them to develop. The club met these conditions and the current land was assigned to KSC on a 10 year lease. A substantial grant from the Longwood foundation along with a grassroots fundraising campaign enabled KSC to actually build the indoor arena in addition to fields.
Current State of Organization
• The club currently serves over 2,500 children in addition to sponsoring tournaments, leagues, clinics and camps that attract teams from all along the East Coast and Canada
• The club operates a 13 field complex with an indoor arena, soccer equipment store, snack bar and business offices
• Construction began last month on the first all-weather turf field
• Expansion plans include development of 5 more fields, lighting, bleachers and a second paved parking lot
• The club employs two full time and two part time employees
• Oversight is provided by a 16 member Board of Directors
Presenter
Presentation Notes
It’s a fantastic site to stand near the indoor facility and look around the complex around 10AM on a Saturday morning as hundreds of kids occupy the fields. You can hear them laughing and see the smiling faces, especially the real young ones who just run around in a big bunch chasing after the soccer ball The club is real excited about the turf field. It is a new brand of turf that has a longer life expectancy. KSC is the first soccer club in Delaware to have a turf field. They plan on adding lights and making a stadium like setting This creates additional rental opportunities for local colleges, high schools and even some professional development league teams in the region, all of which amounts to additional revenue stream for the organization.
Methodology - Strategic Planning Process
• Met with KSC Executive Committee to establish goals for strategic planning process – March 04
• Conducted working sessions with Board of Directors between June 04 and February 05
• • Held supplemental meetings with paid staff, club treasurer and
independent accountant
• Completed multiple site visits to survey club members and observe daily operations
• Completed benchmarking with other soccer and youth athletic organizations
Presenter
Presentation Notes
We met with the club leaders to understand their expectations of the process We had very good board participation in the working sessions we conducted We incorporated input from the stakeholders….the people using the facility. Tom and Larry went to the facility and talked with parents to get input based on their experiences and it was generally favorable although there was definitely an opportunity for increased and improved communication with the parents We looked at strategic plans for several soccer clubs and Joe ODonnell attended the US Youth Soccer Association national convention in Salt Lake City in Feb and attended seminars and spend a lot of time benchmarking and comparing notes with dozens of administrators from clubs across the country
Strategic Planning Goals
• Strive for maximum participation and input from KSC board
• Identify critical issues and challenges
– Prioritize issues – Identify potential solutions
• Set specific goals and objectives and assign responsibilities
• Evaluate current organizational structure, job descriptions, and employee goals to ensure alignment with organizational goals
• Provide a strategic planning template for future leaders of the organization to follow
Presenter
Presentation Notes
Mike DeStefano (DEE STEFF A KNOW) (I think he will be there) the President of KSC and Joe Mills really embraced this process. The entire board was included in the process and took an active role. We know from our studies of strategic planning that buy in is critical and active participation is needed to ensure that the plan is supported….we experienced strong participation by the KSC board members What we heard from the leaders of this organization was a very considerate and forward thinking mindset…..they were very interested in making sure that the strategic planning process positioned the club for the future.
Current KSC Mission Statement
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 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 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. Adopted by the KSC Board of Directors
Assessment of Current Mission Statement
• The organization has not used the Mission Statement as a guide when making critical decisions
• Mission Statement is too lengthy • The organization is not strategically focused • Current Mission Statement is outdated
• The leaders of the organization expressed a strong desire to develop a
mission statement that is clear, concise, and captures the purpose and key objectives of KSC
• Our team has proposed the following mission statement which we believe will achieve these objectives:
Presenter
Presentation Notes
We led the board through a very open and critical self assessment of the current mission statement and how they have or have not used it to guide them One of the really intense discussions centered around the purpose of KSC’s existence. Some felt that it was just for soccer. We ended up agreeing that the club really existed for the kids….the youth of the communities served by KSC as well as those who come from out of state to use the KSC facilities. There are definitely some folks around KSC, all of them very good people who have worked hard for the good of the club, who do it just because they love the game of soccer. But we challenged them by asking them: If KSC exists only because of the game of soccer, what happens if interest or participation in soccer diminishes? Would it make sense for KSC to close up and go home and leave this beautiful facility to rot? Because if the mission statement defines the purpose of KSC as there to “promote the game of soccer” and no one wants to play the game anymore, it’s over Johnny! A mutual agreement was reached that KSC really exists for the youth. And that soccer will remain its primary focus, but KSC should explore other sports and activities
Proposed Mission Statement
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.
Presenter
Presentation Notes
The proposed mission statement establishes the development of youth through participation in athletic competition as the reason for KSC’s existence Another healthy discussion during our meetings centered around making KSC an elite player based club. Some board members see the success and level of play of KSC teams as the ticket to success for the club. Others think the club should be more focused on the casual player looking for a social and recreational experience. The mission statement reflects the outcome of that debate which is KSC is prepared to provide both. If you want to be an elite level player, we can put you on a team with a paid professional coach that trains year round and travels to highly competitive tournaments. But if you just want to come and play a fun game of soccer on Saturday and maybe practice one night a week for an 8 week season, we welcome you with open arms as well. KSC like many other youth sports organizations has experienced issues with behavior of players, parents, and spectators. The club is committed to taking a stance on this and providing a healthy environment for the kids. Lastly, KSC must do something to set itself apart from the competition. By placing increased emphasis on values, KSC can truly have a positive influence that will last a lifetime and….they will be able to provide a product that is better than the competition because it not only teaches soccer skills, but life skills as well
Vision for KSC
• Grow and expand the organization and its impact on youth and the community
– Outstanding Facility and the existence of new opportunities provide
an impetus for expansion and growth • Strengthen the financial position of the organization for the future
– Diversify revenue stream – Continue to enhance financial management
• Develop and implement detailed management procedures and
strategies to support effective operation of the club going forward
• Create a unique and appealing identity for the organization that will provide it with a competitive advantage
• Host a regional soccer tournament
Presenter
Presentation Notes
The regional soccer tournament is a major undertaking. The annual event would attract about 10,000 people to Delaware in early July. It would require access to a facility like Frawley Stadium of University of Delaware for an Olympic like opening ceremony with the parade of states. Hundreds of teams from 12 states would compete with winners advancing to a national championship tournament. Over 40 hotels would be used for the event and approximately 150 volunteers are needed. The event would bring millions of dollars into the local economy. KSC would have to partner with various state and local government agencies as well as other local soccer clubs to coordinate the event.
SWOT Analysis
Strengths
1. Excellent facility
2. Longevity of organization
3. Financially stable
4. Wide range of programs
5. Competent, professional staff
6. Outreach programs
7. Convenient location
8. Professional trainers onsite
9. Historically successful teams
10. Contributes to local economy
Threats
1. Communications with members
2. Reactive rather than proactive
3. Lack of unique identity
4. Lack of long-term direction
5. Declining volunteerism
6. Organization moves slowly, impeding progress
7. Lack of a formalized fund-raising program
8. Lack of personnel policies and guidelines
9. Not customer service oriented
1. Expand and improve facility
2. New housing in nearby areas presents potential growth opportunities
3. Increased use of data management tools to better understand member demographics
4. Improve diversity of board
5. Better alignment of organizational structure to support goals, mission and vision of the club
6. Bid for regional tournament
1. Declining enrollment in instructional programs
2. Declining availability of neighborhood practice fields
3. Increasing competition
4. Increased insurance and liability expenses
5. Lack of succession plan for key personnel
6. Constrained revenue growth
7. Increasing security related concerns
8. Declining volunteer base
9. Fields highly leveraged
Weaknesses Opportunities
Presenter
Presentation Notes
Strengths- No one in the area has a facility comparable to KSC nor has anyone been around for 30 years serving the community like KSC. KSC has the largest number of players in the area because they offer the most comprehensive programs. KSC has outreach programs such as TOP soccer which we will talk about later in our presentation. They also have attempted to reach out to the local Hispanic communities, recognizing that soccer is a major part of their sports culture Weaknesses- The club leaders know that communications has been a long standing challenge. When we did some customer satisfaction surveys with parents, this also surfaced. The lack of a well defined strategic plan and documented goals has led the club to be reactive rather than proactive. There are no customer satisfaction measurements or standards in place. Opportunities- The availability of additional land to develop is a significant opportunity for KSC to expand. Demographically, they are in a growth area, but the club does not have MIS in place to help them make strategic decisions. For example, basic information that would help them identify and analyze attrition is not available. Threats- The numbers are down when they should be going up based on housing growth around the facility. You will see later the financial impact this has on KSC. The competition is growing…in numbers and in ability to compete. Hockessin Soccer Club, the major competitor of KSC just opened an office and hired a paid staff. Revenue from tournaments is critical to KSC. Again when we look at the financials, you will see the impact of one weather related tournament cancellation on revenue. KSC has to diversify its revenue stream and we will also address ideas on this later in the presentation.
Key Issues Facing the Organization
• Declining enrollment in instructional programs • Marketing, Public Relations and Communications are inadequate
• Diversification of revenue streams
• Increasing competition
• Lack of formalized operating procedures and succession plan for key
personnel
• Must align organizational structure, job responsibilities with short and long term goals of the organization
• Improve the quality of data available to decision makers of the organization
Presenter
Presentation Notes
So after we compiled pages of notes from our SWOT analysis and talked about who KSC is, why they exist, where they want to go etc….we made a list of issues and challenges that the organization must focus on. We then prioritized the list. Declining enrollment means declining revenue and fewer people using wanting your product. Not a good situation for an organization that has just invested over $500,000 in expansion and upgrade of their facilities. We talked about lack of communication, but KSC has also suffered from reputational risk, some of it misguided. For example, the state youth soccer association often uses KSC field for its events. Parents blame KSC when games get cancelled or moved because they think if it is being held at KSC, then KSC is accountable for any screw ups. We also talked about increasing competition. We have quite a few suggestions to help KSC go on the offensive to fend off the competition. KSC needs better operational policies and procedures. This is a big time business and the current leaders of the organization recognize the need to make changes get KSC out of the mom and pop days. At the end of this planning process, there will be a lot of to-do’s. The club needs to make sure the organization has the right people in place with both paid employees and board members accountable for carrying out the plan.
Recommendations
• Refocus Leadership of the Organization – Emphasis on development of youth…we are about the kids, not just soccer – Create an attitude: “the Kirkwood way” – Strategic plan, vision and mission must drive the actions of the club – Board must be unified and consistent in leading change – Board members must be willing to accept assignments and be held accountable
to meet key deliverables
• Hire a marketing professional – Will address marketing, public relations and communications needs – Help to build unique identity: “The Kirkwood Way” – Opportunity to develop marketing strategies for all programs including
tournaments – Develop database to support marketing analysis – Assist with fundraising presentations and initiatives – Establish Marketing Manager as full time staff position with performance based
compensation package – Hiring of a marketing professional will be a unique and bold move that will
provide KSC with a strategic and competitive advantage and address critical needs of the organization
Presenter
Presentation Notes
The leadership of the organization must separate their interest in soccer from the management of the club if KSC is going to be successful in focusing on youth. The concept of “the Kirkwood Way” will require a lot of change. KSC board members must lead the organization through the change. This cannot happen if they do not embrace a new way of doing things and set the example. When you review the top issues identified by the leaders of the organization, several of them could be addressed by hiring a marketing professional We are recommending hiring versus outsourcing this function. KSC can offer a performance based compensation package versus paying for most costly outsourcing even if the desired results are not attained. �There are so many possible applications of professional marketing expertise at KSC that it makes sense to have someone on staff responsible and accountable.
Recommendations
• Implement a formalized fund raising program – Must be a top priority for the organization – Program must also include grant opportunities – Executive Director, Board Committee and Advisory Committee accountable for
fundraising program – Utilize Marketing Manager for public relations and communications – Increase organizational knowledge of fundraising process
• Educational and or networking opportunities for Executive Director • Advertise for board candidates with fundraising expertise
• Evaluate new programs and revenue sources – Use systematic approach to assess potential business opportunities – Seek to diversify program offerings and expand non-soccer activities – Implement program specific P & L assessments to evaluate current and
prospective program offerings – Better understand existing customer base to determine what they want
Evaluating KSC Business Opportunity – Screening Criteria
Opportunities should be evaluated along two dimensions • Attractiveness of Opportunity • Feasibility/Risk
Those dimensions consist of the following criteria
Attractiveness of Opportunity • Economics • Customer Value Proposition • Brand Impact • Urgency
Feasibility/Risk • KSC Skill/Brand Fit • Technical and Adoption Feasibility • Risk (Brand and Financial)
Screening New Business Opportunities
Business opportunity will be assessed along these two key axes
– High financial impact – Distinctive customer
value proposition – High brand impact – High urgency (Near-
term action required
– Low financial impact – Limited distinction in
customer value proposition
– Low brand impact – Low urgency (No
need to act now)
I. Challenging, but good
upside
II. Optimal balance
III. Insufficient payoff for
the effort or risk
IV. Feasible, but small
Att
ract
iven
ess
of
oppo
rtun
ity
Feasibility/risk
– Low KSC brand and skill fit – Low feasibility – High risk (brand and financial)
– High KSC brand and skill fit – High feasibility – Low risk (brand and financial)
Pursue opportunity
Further evaluate
opportunity
Do not pursue at this time
KEY
– High financial impact – Distinctive customer
value proposition – High brand impact – High urgency (Near-
term action required
– Low financial impact – Limited distinction in
customer value proposition
– Low brand impact – Low urgency (No
need to act now)
Att
ract
iven
ess
of
oppo
rtun
ity
Feasibility/risk
I. Challenging, but good upside II. Optimal balance
III. Insufficient payoff for the effort or risk IV. Feasible, but small
TRAINING AND CONDITIONING
CENTER
Evaluation of Opportunity Against These Criteria
FIELD HOCKEY PROGRAMS
– Low KSC brand and skill fit – Low feasibility – High risk (brand and financial)
– High KSC brand and skill fit – High feasibility – Low risk (brand and financial)
LACROSSE PROGRAMS
Evaluation of new businesses against these new criteria
Field Hockey Programs
1
• Allows KSC to extend offerings to traditional customer segment, increase impact on youth
• KSC facility ideal,offers indoor or outdoor play based on season/weather
• Customer base is familiar with KSC facility
• Past experience suggests demand exists
• Many soccer players also play field hockey
New Business Opportunity Rank Financial Attractiveness
(Potential Year 1 Revenue) Brand Impact
(Consistent with Mission) Customer Value Proposition Urgency
Revenue
$10 m+
$5 m
<$2 m
Lacrosse Programs
2 • Allows KSC to extend offerings to traditional and new customer segment
• Opportunity to increase impact on youth
• KSC facility ideal, offers indoor or outdoor play based on season/ weather
• Customer base familiar with KSC facility
• Growing interest in local area
• Increasing number of female players
Athletic Training and Conditioning
Center
3 • Extends KSC brand into new services and attracts potential new customer base
• Consistent with mission
• Need exists but facility not top of mind for customers
• Opportunity to partner with Physical Therapy service provider
• Many KSC players paying to use YMCA or other facilities
• High demand for training facilities
High
Medium
Low
Presenter
Presentation Notes
We took a shot at evaluating what we thought were two logical new business opportunities for KSC, field hockey and lacrosse programs. KSC has already dabbled in both of these, so we are offering them anything new here, but we did add one other opportunity which we think may have some potential…That is to use KSC as a training and conditioning facility. The club already has a partnership with Christiana Care who provides professional athletic trainers for the club. We think this relationship can be enhanced to develop a training facility concept. LARRY: In Delaware, high school field hockey in held in the fall, high school soccer is in the spring. Many of the girls soccer players also play field hockey. You have a similar situation with lacrosse. Boys high school soccer is in the fall and high school lacrosse in the spring Since these kids are familiar with KSC, it would be a natural fit for them to use KSC for field hockey (girls) and lacrosse (boys) training programs, camps, clinics /
Recommendations
• Establish an Ethics Committee to: – Inspire and promote ethical decision making by administrators, players,
coaches and parents – Establish and enforce ethical codes and agreements that are consistent with
the moral principles and values of the organization – Protect the reputation and integrity of the organization by ensuring fairness
and honesty – Provide confidential guidance to administrators, players, coaches and parents
when they are faced with challenging ethical dilemmas – Monitor, investigate and take action to address and eliminate potential
conflicts of interest, inappropriate behavior and other actions/activities that may be detrimental or place the organization at risk
• Establish formal relationship management program with key partners
– Executive Director job function – Key Partners are New Castle County, USYSA Region 1, DYSA, Christiana Care,
Wilmington College and Copper Penny Store
Recommendations
• Join the Positive Coaching Alliance (PCA) – Nationwide group focused on improving youth sports – Will assist KSC in dealing with increasing number of conduct issues – PCA has already formed partnership with USYSA
• Re-engineer current organizational structure
– Executive Director must focus on carrying out critical strategic initiatives – Add Marketing Manager position – Add Facility Manager / Superintendent position – Evaluate office staff positions to align job responsibilities with strategic
initiatives – Examine expenses and utilization of ancillary part time contract workers – Keep Coaching Director position as part time
Recommendations
• Develop and implement a diversification plan for Board of Directors – Current Board has high concentration of coaches and rep team parents – Increased female and minority presence needed – Members from outside of the soccer community, interested in youth
programs would provide perspective for the organization – Search committee needed to identify candidates
• Seek opportunities to strengthen relationships with local schools – Decreasing availability neighborhood fields poses significant threat – Aggressive plan needed to win the competition for practice fields – KSC partnership with schools provides strong feeder program – Invite P/E classes to KSC facility for field day outings – Invite school administrators to KSC for tours – Encourage KSC teams to have “clean up days” at school practice locations – Once relationships are established, KSC can negotiate for long term field
permits in return for higher fees
Recommendations
• Utilize HR vendor to develop personnel policies and procedures – Formalized goals, performance appraisals and general policies needed for all
paid employees – Empower Executive Director to manage all personnel matters with Executive
Committee approval needed for hiring and termination
• Expand scope of current risk management program
– Current program focuses only on background checks for child safety purposes – Organization must adopt a more global approach to identify and manage risks
• Continue strengthening of financial management and controls – Must demonstrate strong financial management when seeking funding and
grants – Size of the organization warrants increased resources allocated to monitoring
and managing financials
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)
Financial Overview
Presenter
Presentation Notes
We reviewed the three year financial trends for the organization using the financial statements provided by the independent auditor. This is just a quick snapshot to give you a feel for the size of this organization financially. It is literally a million dollar business operation that has progressed a long way from the days of renting fields along Kirkwood Highway. Total current assets are up in 2004 due to loan proceeds which will soon be disbursed to fund construction expenses Total fixed assets increased due to increased property valuation resulting from parking lot paving and other improvements Total liabilities are up in 2004 due to the a $500,000 loan for construction of new fields Total income is down, attributable to declining enrollment and the weather related cancellation of one of the clubs seven tournaments last year. You can see that the bottom line is very sensitive. A couple of badly timed rainy weekends could have a huge impact on the bottom line.
• 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 volunteer Treasurer is the only person within the organization capable of speaking to financial matters
• The external accountant has a good fundamental knowledge of financial matters at the club and has implemented adequate controls
• The organization lacks program
specific P & L tracking and therefore does not use financial information to make important decisions
• Financial transaction volume and complexity continue to increase
• The organization does not have written financial policies and procedures
• There is no documented budget process or accountability for budget variances
Financials – Key Observations
Presenter
Presentation Notes
The club has made several upgrades to its financial software and implemented some controls recommended by the independent accountant. The current club treasure has been in office for many years. A new Treasurer takes office beginning in August. We see this situation as right out of our Knowledge Management textbook. The current treasurer has a wealth of historical knowledge that will need to be transferred over the next 60-90 days. This situation led us to a recommendation to appoint an assistant treasurer which you will see in our next slide and document operating procedures. Also we feel that use of program specific P&L data will enhance the ability of management to make fiscally sound decisions Mike DeStefano (club president who will probably be there) has really made great strides in developing the budget process. We think the club should make this process more formalized and increase accountability and focus on the budget by requiring budget variance explanations and quarterly budget reviews and reforecasting.
• Establish an Audit Committee comprised of Board members and the 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 for presentation to the board
• 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
Financials – Recommendations
Presenter
Presentation Notes
The existence of a functioning audit committee makes a statement to prospective donors or anyone looking into the financial soundness of KSC that the organization is committed to sound financial management practices. It is critical that the committee engage in ongoing monitoring activity and maintain documentation showing evidence that they add value. Otherwise, this could backfire. The existence of a committee that is unable to demonstrate what they have done could be construed as a “smoke screen”. Given the size of the organization and the knowledge base needed to be fluent about the clubs finances and in the interest of creating a built in succession plan, we feel that the club should appoint both a Treasurer and Assistant Treasurer. We are recommending that the Assistant Treasurer take a lead role in developing desk top procedures and documentation of financial controls and processes. Working together, the Treasurer and Assistant Treasurer can improve the quality and consistency of financial reporting available to management of the club.
• 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 spreadsheet/dashboard
document in conjunction with this recommendation
• 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
• Utilize external accountant as a resource to improve financial management
• Accountant has good working knowledge of the organization • Increase frequency and scope of external audit activities
Financials – Recommendations
KSC Strategic Planning Overview
Current State • Board of Directors engaged in process • Awaiting final strategic plan • Review organizational structure • Initiate implementation and responsibility matrix • Measure success • Monitor progress • Sustain strategic planning process
• Executive Director appointment • Ethics Committee established • Revised by-laws • New program implemented • Marketing interns • Club Mascot • Facility expansion/improvements • Improved diversity of board • Risk management program
Future Initiatives
Already Implemented
Strategic Plan Implementation and Responsibility Matrix
Strategic Objective Action Items Assigned To
Due Date
Status / Notes
Hire Marketing Manager • Prepare job description •Develop employment agreement
Executive Committee 7/1/05 6/15-Employment agreement will need legal
approval.
• Prepare help wanted ad • Run ad in News Journal
Laura
7/1/05
• Review candidates and conduct interviews • Final interviews
•Executive Director • Executive Committee
•8/1/05 •8/10/05
Target Completion date 9/1/05
Approve New Mission Statement Present to Board
J. O’Donnell M. De Stefano
8/12/05 6/10-Placed on August Board agenda for vote
Identify Assistant Treasurer Candidates
•Assess current board members for qualifications and interest
K. Kremer ASAP 6/10-Assistant Treasurer should participate in transition meetings with Ken and Sam Park
Stakeholder Assessment
• 97% felt facility was safe, clean and well maintained • 73% felt facility was conveniently located • 82% were completely satisfied with food, restroom and first aid services • 67% were completely satisfied with parking convenience
• 87% were completely satisfied with the experience their child had at KSC • 92% felt that the KSC management and staff met their expectations • 100% would support the introduction of community involvement and life skill
development into KSC programs • 92% felt that participation fees were fair and reasonable • 87% felt that KSC provided a positive environment
• Improve traffic control on Saturday mornings • Consider playing some games at local neighborhood fields • Improve communications from coaches • Improve conduct of parents, spectators, coaches and players during games • Too much emphasis on winning in younger age groups • Put more information on KSC web site • Lines get too long in snack bar
KSC Experience
Facility
Feedback
Random interviews were conducted on site and by phone with parents of the program participants to assess satisfaction levels:
KSC RISK MANAGEMENT PROGRAM
A comprehensive risk management plan will address key implementation challenges
Succession
Asset Protection
Financial Soundness
Enhanced independent auditing and financial controls Establishment of Assistant Treasurer position Improve financial management software
Implement succession plan for key personnel positions Hire facility manager
Install additional fencing to protect new all weather surface fields Increased police monitoring and presence Implementation of formal risk management program
Risk Categories
Mitigation Activities
Quality Issues Formalized customer feedback programs Increased monitoring of return rates and customer
satisfaction
Reputation Risk Improve public image through professionally managed public relations program Increased community involvement Ethics program
Child Safety Enhanced background checks for employees and volunteers Increased monitoring of facility by board and staff
KSC compares favorably to other Delaware based soccer clubs. Contributing factors include a superior facility, diverse and affordable program offerings and the availability of a qualified full
time staff.
Dimension Stages of Excellence
KSC Assessment I II III IV
Facilities • Quality of facilities • Location and convenience • Safety and environment
• Superior facility with continuing improvement • More convenient but not neighborhood based • One location with low incident occurrence over 10
year period
Programs • Diversity and breadth • Affordability and value • Marketing
•Largest number of programs with several unique/special interest and non-soccer options •Generally priced slightly lower than competitors •Lack professionally managed marketing program and plan
Customer Experience • Attrition rates • Customer satisfaction level • Communications
• Attrition not fully monitored and tracked • Availability of full time staff is advantage • Lack communication plan and consistent delivery
of information to customers
Organization / Staffing • Availability • Professionalism • Quality and level of expertise
• Staff is accessible • Executive Director stresses professionalism • Experienced and qualified staff
Competitive Analysis of Delaware Based Soccer Clubs
KSC
Other Clubs
