USFA 2013 Strategic Alignment Project

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1 USFA 2013 Strategic Alignment Project Readout Summary Saturday September 28th, 2013

2 USFA Strategic Alignment Project Readout Meeting Objectives & Agenda Objectives Review USFA strategic multi-year transformation roadmap designed by project stakeholders. Endorse overall roadmap & authorize National Office to take action on several roadmap dimensions. Provide approval & authorization for additional staff members critical to driving transformation. Address key organizational effectiveness challenges. Agenda Project Overview Strategic Roadmap Business Objectives Target New Tactics & Capabilities Initiative Roadmap/Phases Organizational Effectiveness Observations Recommended Next Steps Q&A Appendix 2

3 2013 Strategic Alignment Project Project Overview 3

4 USFA Strategic Alignment Project Project Mission & Objectives Review Project Mission: Refine & Refresh the Strategic Direction for the Organization Prepare USFA for Expansion Project Objectives: Align USFA Business Objectives Identify Future Organization Recommendations Create an Achievable Roadmap for Success Key Focus Areas: Opportunities & Barriers Governance Operating Model Revenue Growth & Expansion Game Changing Big Ideas Grow & Transform! 4

5 USFA Strategic Alignment Project Project Approach & Timing Team has completed all 4 project phases... Pre Work & Plan Gather Information Envision & Prioritize Build Integrated Execution Plan 7/15-7/19 7/22-7/26 7/29 8/9 8/12 8/16 8/19 8/23 8/26 8/30 7/15-7/19 7/22-7/26 7/29-8/9 8/12-8/16 8/19-8/23 8/26-8/30 Week 1 Week 2 Week 3-4 Week 5 Week 6 Week 7 1 Understand Current Context 2 Confirm Stakeholder Perspectives 3 Refresh Initial SWOT Analysis 4 5 Refresh Common Vision Identify Clear Objectives/ Goals 7 8 Brainstorm & Evaluate Tactics / Capabilities Prioritize Capabilities Analyze Tactics Analyze Capabilities Analyze Org. Migration 6 Review Current Org. Model & Capabilities 9 Develop Recommendations for Org. Model 13 Develop Actionable Four-Year Plan Workshop 15th Workshop 28th All Steps Complete Roadmap Defined Key Enablers Defined 5

6 Business Impact High Medium Low * 32 out 40 capabilities were mapped A Difficulty to Implement B USFA Strategic Alignment Project Project Activities: From Strategy to Execution! 7 Weeks of Investigation Workshops & Analysis... Our Path to Recommendations... 1 Established Strategic Direction Leveraged proven tools & techniques Group 2 Group 3 Group 4 High Medium Low Group 1 2 Decomposed Business Objectives Analyzed several dozen prospective objectives driving towards 8 key USFA core objectives. Major Activities: Conducted Alignment Kick-off Meeting Completed 24 Interviews USFA National Office Interviews (5) USFA Board Interviews(7) USFA Previous Leadership(6) USFA 3 rd Parties (4) Additional Interviews(2) Business Objective & Tactic Modeling Envisioning Session 1 Envisioning Session 2 Final Readout 3 Identified Business Tactics 4 After reviewing nearly 100 tactics &, consolidated to subset of target business tactic groups. Prioritized Business Tactics 5 Identified groups of priorities based on potential impact & difficulty & defined enabling capabilities. Identified Initiatives Prioritizing Initiatives Plan maps over next 2-3 calendar years... 6 Grouped tactics/capabilities & defined initiatives over a multi-year period. 7 Designed Phased initiative deployment. Establishing Multi-year Roadmap 6

7 Opportunity Opportunity Detail Build MyAllstate Mobile Template Approvals Pilot - Define capabilities and integration for approvals by role Define metrics and capabilities of My Personal Assistant Define integration to HR and other areas for data Foundational Mobile app for each employee, customizable by role. Capabilities could include My HR, My Job, My Personal Assistant, My Tasks, My Reminders, My Approvals, etc. Typical calendar and task management tools, but integrated into Allstate processes, procedures, workflows, and policies. (i.e. - an "Allstate smart personal productivity suite ) MDM is a strong driver for this initiative as it controls who gets access and the degree of edit-ability. Smartphone and/or tabled deployment is required as well. Elaboration workshops per each capability to start design and implementation Define and document various integration points Define workflows and task management tools Enterprise Objectives: Returns Initiatives 1 Build common framework for MyAllstate Mobile across the company. Role based central console where one can retrieve key role data in mobile fashion. 1 Find key opportunity to pilot for approval function Identify typical approvals required for the role. 2 Find data integration points based on the approvals 1 Determine thresholds for notifications/warnings. 2 - Leverage Outlook integration for calendar reminders. 1 Determine data needed from MyHR or integration point. Board/NO Alignment Tools Phase 1 Phase 1 Branding/Licensing) Tournament Improvement Plan Investigate Qualification Tools Design Section Support Model Pilot Phase 1 - Retention Mechanism Program Alumni Relations Fundraising Program Volunteer Awards Program Board/NO Alignment Tools Phase 2 Club and Marke ng Tools Phase 1 Commi ee Program Redesign Phase 1 Celebrity Appearance Program Volunteer Program Design/Launch Coaching Dev Program Pilot Region Sponsor Donor Corp Program Phase 2 Licensing Branding Dev and Educa on Program Digital Marke ng Program Roadshow Program Video Program Region Support Program Gaming Program. R&D Program Linked to: #3 MyHR Mobile #38 Mobile Notifications and Approvals #10 Mobile Device Management Value Current State VH H M L VH H M L Increased speed, access, Timeliness and Quality of data Enhanced decision making capabilities. Consolidated and simplified access to role-relevant data to speed decisions and approvals. Estimated soft benefit: 12 hours per year X 8,000 employees X $65 blended rate = $5.2M. Enterprise MDM (Zenprise) Data governance must improve role-relevant metrics and tasks Mobile device deployment Integration and data points USFA Strategic Alignment Project Project Effort Overview 680+ Hours of Effort 8 Weeks Spanning Interviews, Analysis, Industry Research, etc. Extensive Volume of New Information about USFA Hundreds of Pages of Notes, Interview Perspectives, Workshops, Research, 3 rd Party Perspectives, Roadmap Deliverables... Tangible Usable Project Deliverables USFA Stakeholders involved in all steps of data collection & synthesis into deliverables... Foundation Initiative B MyAllstate Mobile + Approvals (Phase 1) Priority H M L Details Enablers Description Investment / Complexity Benefits Next Steps Corporate Objectives A B q Focus on the Customer q Deliver Superior Shareholder C D þ Execute High Impact E þ Elevate and Inspire Talent F Capabilities Strategic Initiatives Value Curve by Phase G H I J K L M N O P Q R S T U V W Sport Expansion/Prod Program X Y Business Objectives Dependencies ***Representative Value Possibility for Initiatives Moving into the Future of Fencing. þ Provide Information at the Time and Place of Need þ Increase Accessibility & Timeliness of Communications þ Streamline Processes Innovation and Workflows Y þ Optimize Employee Effectiveness & Efficiency Mobile technology embedded X þ Drive Engagement & Adoption þ Expand Portfolio Management into operations as a way of life. W q Reduce Operations Predictive Costs logic drives behavior. 41 V Transformation High Value Mobile Functions that drive corporate transformation. Growth High Value Mobile Functions that drive corporate transformation. Foundation Pilot and Build F E Baseline D C B A U T S R Q P O N M L K J I G H Foundational Elements Enable Higher Value Capabilities Benefit Attainment Timeline 45 1 CONCISE STRATEGIC ROADMAP 7

8 USFA Strategic Alignment Project Engagement Scope Engaged by USFA Board & National Office - with consideration of Tournament, Club, Division, Vendor & other initiatives already underway. Focused on the following USFA Stakeholder groups: USFA National Office USFA Board Club/Division/Region Athlete Vendor Gathered additional inputs from: Former Presidents & Leaders Division Leads Elite Coaches Aligned - with dependencies from external groups such as the USOC ****USFA Leads: Don Anthony, Sam Cheris, Steve Trevor, Val Belmonte, Kris Ekeren 8

9 USFA Strategic Alignment Project Participant Detail # Name Org Role Org Project Role Interview Perspective 1 Val Belmonte CEO USFA Nat. Office Team Member National Office/Leadership 2 Kris Ekeren Sr. Dir. Membership/Admin. USFA Nat. Office Team Member National Office 3 Seth Kelsey Sprts Perf & Dev. Dir. USFA Nat. Office Team Member National Office 4 J.R. Bourne Events/Mktg. Dir. USFA Nat. Office Team Member National Office/Tournaments 5 Keri Byerts Director of Fin. & Bus. Services USFA Nat. Office Team Member National Office/Finance 6 Don Anthony Chairman of Board USFA Board Team Member Governance 7 Sam Cheris Treasurer USFA Board Team Member Governance/Finance 8 Jeff Salmon Club Dir. USFA Board Team Member Governance 9 Steve Trevor Independent Dir. USFA Board USFA Executive Sponsor Governance 10 Kirsten Crouse Age Group Parent Dir. USFA Board Team Member Governance 11 Laurie Schiller At Large Dir. USFA Board Team Member Governance 12 Soren Thompson Athlete Dir USFA Board Team Member Governance/Elite 13 Steve Sobel Past President USFA Board Team Member Club/Region/Nat.Off. 14 Stacey Johnson Past President USFA Board Team Member Club/Region/Nat.Off. 15 Carla Richards Past Exec Dir. Nat l Office Team Member Club/Region/Nat.Off./Div. 16 Gary Lu President Absolute Fencing Team Member Vendor/Club/Region 17 Greg Massailes 3x Olympian, Coach USFA Team Member Club/Region 18 Ron Daugherty Division Chair USFA Team Member Club/Region/Div. 19 Hossom Hassan Club Owner/Coach St. Louis Div. Optional Input Club/Coach 20 Chris Menne Club Owner/Coach St. Louis Div. Optional Input Club/Coach 21 Bruce Sikes Club Owner/Coach St. Louis Div. Optional Input Club/Coach 22 Joanne Lui Club Owner/Coach St. Louis Div. Optional Input Club/Coach 23 Dave Hoyt EVP Daugherty Team Member Facilitator 24 Nathan Orwig Executive Strategist Daugherty Project Lead Facilitator 25 Lee Metcalf Executive Strategist Daugherty Team Member Facilitator 9

10 USFA Strategic Alignment Project Stakeholder Overview USFA Shared Passion for Improving the Sport. ***Low levels of agreement on how to achieve improvement. Club/ Division Section/ Division Leads Key USFA Stakeholder Groups National Office Committees/ Task Force Club Owner Board Volunteers Veteran Olympian Collegiate Youth/Cadet Recreational Entry Level Vendors Sponsors High Profile Supporters USOC US FCA (Coaches) IOC FIE Spectators NCAA Athletes External Parties 10

11 2013 Strategic Alignment Project USFA Strategic Roadmap Vision of the Future & Summary of Findings 11

12 USFA Mission/Vision: Grow & Promote the Sport...Honor Traditions... Achieve Competitive Excellence...Inspire a Lifetime of Fencing. USFA Revised Objectives... (Act as guides & guardrails along the roadmap journey.) Optimize Leadership / Operational Effectiveness & Efficiency Roadmap for The Future Achieve & Maintain Financial Solvency, Stability & Sustainability Generate Sustainable Revenue from Internal & External Sources Optimize Qualification & Tournament Process 12

13 USFA Strategic Roadmap Business Objectives Refined by Stakeholders Incremental = Low Renoavtive = Medium Transformational = High These business objectives were gathered over 24+ interviews. They were harmonized in group meetings in which key USFA Board & Nat. Office stakeholders were present. These represent the perspective of the board, Nat. Office, coaches, club owners, athletes & other stakeholders. They are the guiding objectives for all tactics & capabilities defined in this roadmap. Refined Business Objectives 1 Optimize Leadership / Operational Effectiveness & Efficiency (Through refinement of roles, responsibilities, accountability, culpability, decision making process, financial reality tied to decision making process) 2 Achieve / Maintain Financial Solvency, Stability & Sustainability (Through enhanced controls & segregation of duties, improved budgeting, improved accountability, links to lack of donor funding when out of compliance) 3 Generate Sustainable Revenue from Internal & External Sources (Through Effective Sponsor models, licensing models, new service offerings, larger membership) 4 Optimize Qualification & Tournament Process (Through improved tournaments, enhanced visuals, improved check-in & other processes, rightsizing tournaments, regional qualifications) 5 Grow & Promote the Sport of Fencing While Maintaining Key Traditions (Through reduced barriers of entry, increase youth programs, simpler entry level gear, better media coverage, improvements to make sport more spectator friendly, integration with modern & social technology) 6 Continually Improve Sports Performance & Development (Through increased coaching staff, more competition opportunities, more training opportunities, club growth, official training growth, medal growth ) 7 Transform Culture of Fencing Leadership & Governance (At the National Office Level, at the Div../Rag/Club Level) 8 Refine Organizational Structure of Fencing in the US (At the Region, Division & Club Levels) Degree of Change Required To Achieve Transformational Incremental Transformational Transformational Transformational Renovative Transformational Transformational ***See Appendix for Term Descriptions 13

14 USFA Strategic Roadmap SWOT Summary & Analysis During the course of the project & at several key workshops participants identified & ranked the most important USFA strengths, weaknesses, opportunities & threats. Below is their assimilated feedback. STRENGTHS WEAKNESSES I N T E R N A L 1. More USA Medalists than Ever in History 2. Return to Strong Financial Responsibility 3. Passion For the Sport 4. Volunteer Dedication 5. Growing Media Attention to the Sport 1. Poor Decision Making Ability (At the Board Level) 2. Lack of Clear Roles & Responsibilities (Between the board and Nat. Office plus too much board involvement in operations & poor communications) 3. Top Heavy Org & Tournament Structure (Very top heavy to USFA and not well distributed to regions) 4. Sport is Very Spectator Unfriendly (Also tournaments difficult to attend) 5. Unclear Model of Effective Clubs (And how to replicate and deploy them) OPPORTUNITIES THREATS E X T E R N A L 1. Clubs Hungry for Innovation (Want more guidance on how to be successful) 2. Technology Enabling more Options in this Sport 3. Corporate Sponsors Completely Untapped (Excellent source of future revenue) 4. Recent Medal Success Created Momentum (Plus a media wave that USFA can leverage) 5. Restructuring Timeliness (Early in quad so Board/Committee/other could improve effectiveness with less impact) 1. IOC Revoke Olympic Position (Decision to exclude Fencing from Olympics i.e. Wrestling due to not meeting viewership criteria) 2. USOC Revoke Charter (Warning/Audit letter to USFA, could pull Charter) 3. Elite Athlete Drop Out (Due to of lack of funding in 2015 & 2016) 4. Lack of USFA Revenue Growth (Stalls USFA - Hinders sport, program and elite growth) 5. Negative Perception of USFA (Due to a variety of factors including poor financial management history) 14

15 USFA Strategic Alignment Project Strategic Roadmap Output By The Numbers Inputs Project Activity Results USFA 2012/13 Strategy & Operating Plan Strategic Alignment Project New Strategic Roadmap Mission Vision 8 Refined Strategic Bus. 57 Tactics Objectives 26 Initiatives 57 Tactics 3 Existing 15 Enablers 54 New 4 Phases over 3 26 Initiatives 15years Enablers 4 Phases over 3 years 8 Weeks 690+ Hours of Effort spanning Interviews, Analysis, Industry Research, etc. Hundreds of pages of Documentation 24 Interviews 2 Envisioning Workshops USFA Strategic Alignment Project Q Q Project Approach & Timing Pre Work & Plan 7/15-7/19 7/15-7/19 Week 1 Gather Information Due 9/28/2013 8/12 8/16 Immediate Jumpstart Build Integrated Execution Plan Envision & Prioritize 7/29 8/9 7/22-7/26 7/22-7/26 Week 2 USFA Strategic Initiatives Multi Year Roadmap Phase 1 Team has completed all 4 project phases... 8/19 8/23 Phase 1 Q Phase 2 8/26 8/30 7/29-8/9 8/12-8/16 8/19-8/23 8/26-8/30 Week 3-4 Week 5 Week 6 Understand Current Context Week 7 5 Refresh Initial SWOT Analysis Identify Clear Objectives/ Goals Brainstorm & Evaluate Tactics / Capabilities 8 Prioritize Capabilities Research Q Phase 4 Innovation Initiatives Q Q Q S Digital Marketing Program K Committee Redesign P1 F Retention Program P1 G Alumni Relations Program L Celebrity Appearance Program H Volunteer Awards Program P Corp, Sponsor, Donor Program M Volunteer Program Launch N Coaching Dev Program Analyze Capabilities R Dev and Education Program O Pilot Initiatives in Test Region U Video Program U Research V Region Support Program V Research W Sport Expansion Program W Research Develop Recommendations for Org. Model 13 Workshop 15th E Section Support Pilot 12 9 Review Current Org. Model & Capabilities Q Q P2 Licensing Branding T Roadshow Program D Qualification Tools investigation Analyze Org. Migration 6 Q J Club and Marketing Tools P1 C Tournament Improvement Plan Analyze Tactics 11 Transformation Initiatives Q I NO/Board Tools P2 Q Q Refresh Common Vision Confirm Stakeholder Perspectives Q B Phase 1 Branding Phase 3 1 Foundation Initiatives Q A NO Board Tools P1 Phase 4 Phase 3 Phase 2 Foundation Initiatives Q1 - Q Initiatives Mission Statement Vision Statement 6 Priorities 4 Goals 100 Operations Activities -23 Completed -77 WIP/Not Started X Research X Gaming Program Y Research Deploy Devices Develop Actionable Four-Year Plan Workshop 28th Build Mobile Portfolio Management Tools/Process All Steps Complete Roadmap Defined Key Enablers Defined Enablers Role Resp Aid Alumni Program Lead Branding Lead BOD Secretary Celebrity Liaison Coaching Program Leader Digital Tech Leader Mktg Tech Leader Video Director R&D Gaming Director Region Manager Tournament Task Force Lead Enhance BOD Governance Hire NO replacements Volunteer Coordinator Y R&D Program Club Model Design Measure BOD Effectiveness Enterprise Data Capture System/Tool Mobile Define & Design Finance 48 Proprietary to Daugherty Business Solutions. For confidential review. 7 Step by Step Path Towards a Brighter Future! ***See Appendix for Term Descriptions 15

16 USFA Vision of the Future Concept Optimized Organization & Operations - Grow the Sport & Achieve Competitive Excellence! 37.BOD On Boarding Program 47.Spectator Tracking 1. BOD Decision Template 44.Alumni Relations USFA Board 2. BOD Ground Rules USOC, IOC, FIE 2.BO/NO Roles and Responsibilities Matrix 13. Integrated Fencing Database USFA National Office 43.Retention Mechanism 21.Fencer to Strip Ratio Calculator 28.Advanced Tournament Design 15.Mobile Tournament Check-in and Maps 16.Mobile Tournament Scoring and Schedule Sport Governance & Operations 11a.Brand Enhancements 11.Full Licensing Program Funding Sponsors & Donors USFA (Key to Integration ) Sport Enhancement & Integration Media & Spectator 34.Corp Sponsor Program and Network 7.Division in a Box 41.Long Term Region Support 41a.Section Sprt. Pilot Tournament Vendors Region & Division 5.Improved Committee Program 55.Inter Scholas. Prg. Club, Coach Ref & Volunteer 40.Youth Road Show 29.Imprvd Qualif. Tools 3.Marketing in a Box Sport Delivery& Performance 4.Entry Level Startup Plan 6.Club in a Box Elite Athlete 46.Volunteer Awards 32.Facility Support Entry Level & Rec. Athlete 31.Fitness Fencing Program 36.Improved Volunteer Prog. 56.Pilot Region 8.Donor Program & Network 53.Ref Education Program 44.Alumni Relations Program 54.Nat Development Camps 42.Improved Coaching Program 9.Celebrity Appearances 26.Olympian Personas 10.Modified Fencing Outfits 22.Tournament Logo Banners with Digital Code 17.Arena Team Fencing 27.App/XBOX Game 24.Sabre Dueling Kit 23.Large Screens, slow motion replay 12.Digital Sports Cards 14.Digital Coupons and Awards 15.Mobile Tournament Check-in and Maps 16.Mobile Tournament Scoring and Schedule 13.Digital Communications 40.Youth Road Show 33.Digital Practice Target System Tactics That Benefit All Fencing Stakeholders 28.Advanced Tournament Design 18.Fencing Traveling Demonstration 19.Fencing Commercials 9.Celebrity Appearances 29.Improved Qualification Tools 16

17 Low Impact or Value Medium High USFA Enhanced Strategic Prioritization Roadmap Post Further Capability Research Targeted New Tactics Prioritized by Stakeholders Detail in Appendix Calendar Year(Not Fiscal) Research Q1 2014/Execute XBOX Game 24 Dueling Kit Special Lighting 25 New Fencing Concept (Jump Zone) Phase 4 19 Fencing Media Commercials 20 Tournament Showdown 48 R&D Program 10 Modified Fencing Outfits 41 Long Term Region Support Q Q Q2 Q Q Q Due 9/28/ Celebrity/ Sponsor Network & Reach 34 Corp Out Sponsor Program Network 26 Olympian Personas 13 USFA Digital Communic ations Phase 3 53 Ref Education 11 Licensing 40 Youth Road Show 55 Inter Scholastic 54 National Dev. Camps 5A Re- Invent Nominating Committee 18 Tournament Demonstration or traveling troop 1B Ground Rules & Gov. Task Force 1 BOD Decision Making Template 2 USFA Roles/Resp 6 USFA Club in a Box 12 USFA Digital Sports Cards Phase 2 5 Improved Committee Program 36 Improved Usage Model of Volunteers & Program 56 POC Representative, High visibility, Tourn, Club, Div, Reg 11a USFA Branding Enhancem ents 9 Celebrity Appearanc es 42 Energize Coaching Digital In Person Etc. Phase 1 44 Fundraisin g Alumni relations 46 Volunteer Awards 28 Tournament Efficiency 43 Retention Mechanism Optimization 29 Improved Qualifications Tools 1A Phase 1 Board Gov. Ground Rules Immediate Jumpstart 37 Board On Boarding Tool 41a Pilot Section Support 14 Digital Coupons & Rewards LEGEND = Extension of Ops Activities = New = Innovation Through Prioritization some tactics were merged & others discarded to create the final roadmap. High Medium Low Difficulty to Implement 17

18 USFA Strategic Roadmap Strategic Initiatives with Tactic Groupings Page 1 Initiatives Phase Initiative Initiative Name Original # Tactic Description Beneficiary 0 A Board/NO Effectiveness Phase 1 1a Phase 1 Board Ground Rules + Org Eff. Enablers Board 37 Board On Boarding Program Board 1 B Phase 1 Branding/Licensing - Pilot Branding Enhancements 11a Near Term USFA Branding Enhancements NO 15 USFA - Digital/Mobile Tournament Check In & Schedules (Merged 28) Athlete 16 Tournament Navigation and Scoring App (Merged 28) All 21 Fencer to Strip Ratio Calculator (Merged 28) NO 1 C Tournament Improvement Plan Design and Launch 22 Large Screen to make fencing easier to watch for tournaments (Merged 28) Spectator 23 Logo Banners at Tournaments with QR code based Data about each match or venue (Merged 28) Spectator 47 Spectator Mgmt. Tracking (Merged 28) Club 28 Improved and Advanced Tournament Design (Merged 28, 23,22,21,16,15,47) Spectator 1 D Investigate Qualification Tools 29 Improved Qualification Tools Investigation NO 1 E Design Section Support Model and Pilot to 1 Section 41a Near Term Pilot for Section Support Club 1 F Phase 1 - Retention Mechanism Program Design and Launch 43 Retention Mechanism Improvements All 1 G Volunteer Awards Program Design and Launch 46 Volunteer Awards Club 1 H Alumni Relations Fundraising Program Design and Launch 44 Fundraising Alumni Relations NO 1 BOD Decision Making Template Board 2 I Board/NO Effectiveness Phase 2 1b Phase 2 Additional Ground Rules Board 2 USFA Roles and Responsibilities Matrix/Modify By-Laws Board 3 USFA - Marketing in a Box for clubs (Merged with 6) Club 4 USFA - Entry Level Program Startup Plan (Merged with 6) Club 2 J Club and Marketing Tools Phase 1 32 Facility Support - Implement Fencing Programs in existing gyms (Merged with 6) Club 35 Fencing Intro or Birthday Party Program (Merged with 6) Club 31 Design Fencing Fitness Program/Cardio Fencing (Merged with 6) Club 6 USFA - Club in a Box (Merged 6, 32, 4, 35, 3, 31) Club 18

19 USFA Strategic Roadmap Strategic Initiatives with Tactic Groupings Page 2 Initiatives Phase Initiative Initiative Name Original # Tactic Description Beneficiary 2 K Phase 1 Committee Program redesign 5 Improved Committee Program NO 2 L Celebrity Appearance Program Design and Launch 9 Celebrity Appearances and Events NO 2 M Volunteer Program Design and Launch 36 Improved Use of Volunteers and Volunteer Program All 2 N Coaching Development Program Design and Launch 42 Energize Coaching and Development Club 2 O Select Pilot Region and Launch J-N in pilot form 56 Pilot Region For Test Ideas All 3 P Corporate Sponsor & Donor Program Design and 8 Sponsor/Donor Management Network and Reach Out Program NO Launch 34 Corporate Sponsorship Network NO 3 Q Phase 2 Licensing/Branding - Design and Launch full Licensing Program 11 USFA Full Enhanced Licensing Program NO 3 R Development and Education Program Design and Launch 3 S Digital Marketing Program Design and Launch 3 T Roadshow Program Design and Launch 53 Referee Education Program Club 54 National Development Camps Club 55 Inter Scholastic Program Club 12 USFA Digital Sports Cards Athlete 13 USFA New Digital Communications & DB All 14 USFA Digital Coupon and Rewards Program Athlete 26 Personas created for Olympians Spectator 18 Fencing Demonstration at Tournaments or Traveling Troop Club 40 Youth Road Show All 4 U Video Program Phase 1 - Research 19 Fencing Excitement Media Commercials All 4 V Region Support Phase 1 - Research 41 Long Term Region Support Program Club 10 Modified Fencing Outfits All 4 W Sport Expansion and Product Program Phase 1-20 Extreme Fencing Showdown - top fencers do a duel across multiple platforms All Research 24 Sabre Battle - Future Dueling Kit - licensed by USFA All 25 Arena Battle Zone or Sabre Battle Areas Center - I.e. Jump Zone All 4 X Gaming and App Program Phase 1 - Research 27 Xbox and mobile app games All 4 Y R&D Program Phase 1 - Research 48 R&D Program All 19

20 USFA Strategic Roadmap Phase Build-up Concept 100+ USFA Ops Activities Reviewed (from 2013 Plan) (3 Brought Forward to Strategic Roadmap) 57 Strategic Roadmap Tactics Defined (From 100+ New Researched) 26 Strategic Initiatives Defined (From 57 Strategic Roadmap Tactics) 4 Phases Defined over 3 Years (From 26 Strategic Initiatives) Phases Description Phase 1 Foundation Phase 2 Growth Phase 3 Transformation Phase 4 Innovation 20

21 USFA Strategic Roadmap Phase Description Foundation Phase 1 These initiatives are considered low hanging fruit that create quick momentum & lay the groundwork for broader future tactics/capabilities. In many cases these initiatives pilot small functions to move the needle towards learning & capability growth. Growth Phase 2 These initiatives focus on expanding the organization & the sport in achievable practical ways. If the initiatives are completed they will allow the sport to grow significantly & further define the foundation for future transformation Transformation Phase 3 These initiatives drive an expanse of new functions & extend existing functions to build significant new capabilities. In certain cases these initiatives require the foundation initiatives to be built to leverage capabilities from which to grow. During this phase the organization is transforming from its legacy into a truly future forward sports organization that will modernize fencing. Innovation Phase 4 These initiatives are more complex, costly & difficult to achieve, but would generate huge value for the organization & the sport. They often leverage upstream tactics/capabilities to drive true innovative & complex functions. For example to achieve video game technology significant funding would need to be in place. Earlier sponsorship & tactics could generate the revenue or relationship needed to drive advanced technology. 21

22 I N I T I A T I V E S Value USFA Strategic Roadmap Initiative & Phase Value Curve A B C D E F G H I J K L M N O P Q R S T U V Board/NO Effectiveness Phase 1 Phase 1 Branding & Licensing Tournament Improvement Plan Investigate Qualification Tools Design Section Support Model Pilot Phase 1 - Retention Mechanism Program Volunteer Awards Program Alumni Relations Fundraising Program Board/NO Effectiveness Phase 2 Club & Marketing Tools Phase 1 Committee Program Redesign Phase 1 Celebrity Appearance Program Volunteer Program Design/Launch Coaching Development Program Pilot Region Corporate Sponsor & Donor Program Phase 2 Licensing Branding Development & Education Program Digital Marketing Program Roadshow Program Video Program Region Support Program W Sport Expansion & Products Program X Gaming Program Y Research & Development Program ***Representative Value Possibility for Initiatives Moving USFA into the Future... Innovation - Phase 4 New Ideas That Propel the Sport & Organization into the Future Transformation - Phase 3 High Value Functions That Drive USFA & Sport Transformation Growth Phase 2 Practical Achievable Initiatives Enable USFA Growth B D C A Current State H G F E I J K Key Initiative L M O N P Q Benefit Attainment Relative Timeline R S T U Foundation - Phase 1 Pilot & Build Baseline Foundational Elements Enable Higher Value Functions/Tactics V W X Y 22

23 USFA Enhanced Strategic Prioritization Roadmap Post Further Capability Research Enabling Capabilities Required by Phase USFA Strategic Alignment Project Envisioning Enabling Capabilities Macro View Identifying Supporting Capabilities (Inner/Outer Space) across the USFA Stakeholder Value Chain External (Inner Space / Outer Space) Business Process/Stakeholders Internal External Stakeholder Governance (USOC/FIE) Degree of Change National Office Board Committee, Reg., Division Club, Coach Referee Elite Athlete Other Volunteer Phase Innovation - Phase 4 Video Program Director Region Manager R&D/Ga ming Director Transformation - Phase 3 Coaching Program Leader Digital Tech Leader/Part ner/program Mktg. Tech Promo Sponsor Lead or Partner Data Capture Tool Growth - Phase 2 Club Model Designer or Partner Volunteer Coordinator Celebrity Liaison Aid for Roles/Resp. BOD Dec.(USOC) Foundation - Phase 1 Donor/Alum Program Lead Oct 1 Branding Lead or Vendor BOD Secretar y Tournament Task Force Lead (New External) 23

24 USFA Strategic Roadmap Multi-Year Initiative Overview by Phase Phase 1 Phase 2 Phase 3 Phase 4 Foundation Initiatives Growth Initiatives Transformation Initiatives Innovation Initiatives Oct-Dec 2013 Jan-Mar 2014 Apr-Jun 2014 Jul-Sep 2014 Oct-Dec 2014 Jan-Mar 2015 Apr-Jun 2015 Jul-Sep 2015 Oct-Dec 2015 A Board/NO Eff. P1 I Board/NO Effectiveness P2 B Phase 1 Branding J Club & Marketing Tools P1 C Tournament Improvement Plan Q P2 Licensing Branding S Digital Marketing Program Complete many programs to prepare for Olympics & end of Quad. Enablers Initiatives D Qualification Tools Investigation Alumni Program Lead Enhance BOD Governance Hire NO replacements E Section Support Pilot F Retention Program P1 H Alumni Relations Program G Volunteer Awards Program BOD Secretary Branding Lead/Vndr Tournament Task Force Lead Measure BOD Effectiveness K Committee Redesign P1 L Celebrity Appearance Program M Volunteer Program Launch N Coaching Dev. Program Role Resp Aid Volunteer Coordinator Club Model Design Celebrity Liaison T Roadshow Program O Pilot Initiatives in Test Region Enterprise Data Capture System/Tool P Corp. Sponsor & Donor Program R Dev. & Education Program U Research U Video Program V Research V Region Support Program W Research W Sport Expansion Program X Research X Gaming Program Y Research Y R&D Program Coaching Program Leader Digital Tech Leader Mktg Tech Leader Launch key catalyst programs to prep for Olympics. Video Director Region Manager R&D Gaming Director Olympics... 24

25 2013 Strategic Alignment Project Organizational Effectiveness Observations & Recommendations 25

26 USFA Strategic Alignment Project Transformation Path for High Performing NGBs Low Performing NGB Indications a of Low Performing NGB High Executive Turnover Consistent Overspend Negative Net Assets Low Olympic Medal Count Low Revenue Growth Move from a Low Performing NGB to a High Performing NGB! Indications of a High Performing NGB High Performing NGB Low Executive Turnover Balanced Budget Positive Net Assets High Olympic Medal Count High Revenue Growth 26

27 USFA Strategic Alignment Project What Does a High Performing NGB Look Like? USA Gymnastics CEO in place more than 8 years Consistent balanced Budget for 10+ years By the Numbers...Check the Score... USA Fencing 5 CEOs left in 7 years (spot open for #6) Consistent Overspend for 7 years No debt $4M+ positive net assets Gold expected for Men s and Women's top categories $1.5M Negative Net Assets 1 Medal last Olympics Consistent Revenue Growth for 10 years membership grows by ~3k members per year (~40k+ in 10 years) Medals by the Numbers (26 since 2000) Medal (Bronze) Medals (2 gold; 6 silver, 1 bronze) Medals (2 gold; 6 silver, 2 bronze) Medals (3 gold; 1 silver, 2 bronze) Low Revenue/Membership Growth Medals by the Numbers (9 since 2000) Medals Medal (1 gold; 1 bronze) Medal (1 gold; 3 silver, 2 bronze) Medal (Bronze) High Performing NGB? Low Performing NGB? 27

28 USFA Key Mobile Strategic Enablers Alignment - Overview Project Organizational Effectiveness Observations P1 Overall Organizational Effectiveness Observations: Confusion exists across governance & operations roles. The organization is struggling with the appropriate use of committees, task forces & teams. A crisis of mutual confidence & trust exists between the Board & National Office. Overall Organizational Effectiveness Recommendations: Significantly improve effectives & dynamic at Board of Directors level. Simultaneously reset the National Office & Board of Directors focus. Increase Board focus on higher impact items. Rebuild bilateral trust & confidence between the Board of Directors & National Office & improve communications. Re-rationalize committees & task forces against proper definitions. 28

29 USFA Strategic Alignment Project Organizational Effectiveness Span of Control Visual Aid Typical Accountability/Control Model Accountability Board of Directors Strategic Functions & Activities Governance Vision Mission Strategic Objectives Policy (Balanced Budget Approval) Often Supported By 1-2 Committees (i.e. Audit) Appropriate spheres of accountability/control & overlap (Multi Year Roadmap) 2. USFA Accountability/Control Estimate 2012 Several Key Functions not being performed correctly Board of Directors Strategic Functions & Activities Governance Vision Mission Strategic Objectives Policy (Balanced Budget Approval) Often Supported By 1-2 Committees (i.e. Audit) National Office Operations Functions & Activities Operations Plan - Activities Procedures Reporting (Budget Management) Often Supported by Multiple Task Forces (as needed) Empowerment National Office Operations Functions & Activities (Multi Year Roadmap) Operations Plan Activities Procedures Reporting (Budget Management) Often Supported by Multiple Task Forces (as needed) Out of balance spheres of accountability/control & overlap 29

30 USFA Key Mobile Strategic Enablers Alignment - Overview Project Organizational Effectiveness Observations P2 Board of Directors General Effectiveness Observations: Culture of competition & combat precluding collaboration such that there is not sufficient understanding of the risk of inaction. Drive to perfection is working as the enemy of action & progress. The diversity of stakeholder objectives/agendas is causing an inability to look at what is best for the sport. Current board dynamic is/will be ineffective & lead to attrition of good board members and National Office Leadership. Board of Directors General Effectiveness Recommendations: Create board code of conduct. Create board nominating & development committee. Create board orientation approach. 30

31 USFA Key Mobile Strategic Enablers Alignment - Overview Project Organizational Effectiveness Observations P3 Board of Directors Meeting Effectiveness Observations: Ineffective use of board member time. Inappropriate use of meeting agenda. Lack of Consent Agenda use. (Brief Definition Below Full Definition in Appendix) Meeting frequency should be re-examined. Lack of meeting start/stop times leads to ineffective use of time. Board of Directors Meeting Effectiveness Recommendations: Re-define board meeting rules to drive effective use of time, agenda, & resources. Leverage Consent Agenda for meetings. Reduce meeting frequency. ****The consent agenda is a tool used to streamline meeting procedures by collecting routine, non-controversial items into a group whereby all are passed with a single motion and vote. Consent items are those which usually do not require discussion or explanation prior to board action, are non-controversial and/or similar in content, or are those items which have already been discussed and/or explained and do not require further discussion or explanation. 31

32 2013 Strategic Alignment Project USFA Strategic Alignment Project Go-Forward Recommendations 32

33 USFA Strategic Alignment Project Transform to Achieve the Vision of the Future! This vision drives revenue growth, sport expansion & sports performance. fundamental organizational challenges that preclude this vision. These challenges require changes at the Board & National Office. Changes need to be started immediately & contemporaneously. Optimized Organization & Operations - Grow the Sport & Achieve Competitive Excellence! BOD Decision Template BOD On Boarding Program BOD Ground Rules Spectator Tracking Alumni Relations BO/NO Roles and Integrated Fencing Data Tools Responsibilities Matrix USFA Board Vision of the Future, Strategic Roadmap, Key Organizational Recommendations & Next Steps... USFA National Office USOC, IOC, FIE Retention Mechanism Fencer to Strip Ratio Calculator Advanced Tournament Design Mobile Tournament Check-in and Maps Brand Enhancements Full Licensing Program Vendors ern Go v Operat e ions USFA olog m f or Per y Sport Enhancement & Integration Media & Spectator Corp Sponsor Program and Network Donor Program & Network Alumni Relations Program a nc Region & Division (Key to Integration ) Tech n Sponsors & Donors Mobile Tournament Scoring and Schedule Sport Governance & Operations e anc Tournament However, there are USFA Vision of the Future Concept Division in a Box Long Term Region Support Section Support Pilot Improved Committee Program Inter Scholastic Prgrm Club, Coach Ref & Volunteer Youth Road Show Improved Qualif Tools Marketing in a Box Sport Delivery& Performance Entry Level Startup Plan Club in a Box Elite Athlete Entry Level Q & - Q Rec. Athlete Phase 1 Volunteer Awards Facility Support Fitness Fencing Program USFA Strategic Initiatives Multi Year Roadmap Improved Volunteer Prog. Volunteer Awards Due 9/28/2013 Ref Education Program Immediate Jumpstart Celebrity Appearances 1 Camps NatPhase Development Improved FoundationCoaching Initiatives Program Q1 - Q Modified Fencing Outfits Tournament Logo Banners with Digital Code Arena Team Fecning App/XBOX Game Sabre Dueling Kit Large Screens, slow motion replay Digital Sports Cards Jan-Mar 2014 Olympian Personas Oct-Dec 2013 Foundation Initiatives Apr-Jun 2014 Transformation Initiatives Jul-Sep 2014 Oct-Dec 2014 Jan-Mar 2015 Research Q Phase 4 L Celebrity Appearance Program G Volunteer Awards Program Jul-Sep 2015 Oct-Dec 2015 Taper many programs to prep for Olympics & end of Quad... Olympics... P Corp. Sponsor & Donor Program M Volunteer Program Launch N Coaching Dev Program R Dev and Education Program Launch key catalyst programs to prep for Olympics... O Pilot Initiatives in Test Region U Video Program U Research V Region Support Program W Sport Expansion Program W Research X Research X Gaming Program Y Research Role Resp Aid Alumni Program Lead Deploy Devices Build Mobile Portfolio Management Tools/Process Enablers the changes a bright future lies ahead. Innovation Initiatives Apr-Jun 2015 F Retention Program P1 H Alumni Relations Program V Research If the organization embraces Phase 4 Phase 3 Phase 2 Tactics That Benefit Phase 2 All Fencing Stakeholders I NO/Board Tools P2 A NO/Board Tools P1 Digital Coupons and Awards Advanced Tournament Design J Club and Marketing Tools P1 Q P2 Licensing Branding B Phase 1 Branding Mobile Tournament Check-in and Maps Fencing Traveling Demonstration Q Q C Tournament Improvement PlanFencing CommercialsS Digital Marketing Program Mobile Tournament Scoring and Schedule Celebrity Appearances Phase and 3 Awards Digital Coupons T Roadshow D Qualification Tools Investigation Improved Qualification Tools Program Traveling Fencing Demonstrations E Section Support Pilot K Committee Redesign P1 20 Digital Practice Target System Initiatives benefits for all stakeholders. Funding The future vision provides Branding Lead/Vndr BOD Secretary Volunteer Coordinator Y R&D Program Club Model Design Celebrity Liaison Coaching Program Leader Digital Tech Leader Mktg Tech Leader Video Director R&D Gaming Director Region Manager Tournament Task Force Lead Enhance BOD Governance Measure BOD Effectiveness Hire NO replacements Enterprise Data Capture System/Tool Mobile Define & Design Finance 48 There is a clear path to an exciting future for USFA! 33

34 USFA Strategic Alignment Project How to Start the Transformation? 1. Improve Board Effectiveness 2. Grow Revenue 3. Improve Tournaments 4. Start the Strategic Roadmap 34

35 USFA Strategic Alignment Project Transformation Recommendations 1. BOARD Build a 3 Person Task Force to Implement Implement Organization Effectiveness Recommendations & Foundation Phase Tactics. Initiative A Board/NO Effectiveness Phase 1 Tactic - 1a - Board Ground Rules, Tactic - 37 Board On-Boarding program 11 Organizational Effectiveness Recommendations/By-Law Update Start 2. BOARD - Approve National Office Position to start Alumni Relations & Branding programs. Initiative G Alumni Relations & Fundraising Program Design & Launch Tactic 44 Alumni Relations Program Initiative B Phase 1 Branding/Licensing - Pilot Enhancements Tactic 11a Brand Enhancements 3. BOARD Decommission current Tournament Task Force & approve National Office Position to start Tournament Improvement program. Initiative C Tournament Improvement Plan/Design/Launch Tactic 15,16,21,22,23,24 4. BOARD Endorse Strategic Roadmap. 1. National Office - Update current USFA Operations Plan with Strategic Roadmap Activities. 2. National Office Build/send communications regarding Strategic Roadmap launch. 3. National Office Complete hiring process & begin Strategic Roadmap. Focus First on initiatives G, B, C 35

36 USFA Strategic Roadmap Appendix Appendix 36

37 USFA Strategic Roadmap Strategic Alignment Project Recommendations (Components) 1. Board Build a 3 Person Task Force to Implement Implement Organization Effectiveness Recommendations & Foundation Phase Tactics Initiative A Board/NO Effectiveness Phase 1 1a - Board Ground Rules, 37 Board On-Boarding program Create board code of conduct. Create board nominating & development committee. Create board orientation approach. Re-define board meeting rules to drive effective use of time, agenda, & resources. Leverage Consent Agenda. Reduce meeting frequency. Significantly improve effectives & dynamic at Board of Directors level. Simultaneously reset the National Office & board of directors focus. Increase Board focus on higher impact items. Rebuild bilateral trust & confidence between the Board of Directors & National Office. Re-rationalize committees & task forces against proper definitions. 2. Board - Approve National Office Position to start Alumni Relations & Branding programs Initiative G Alumni Relations & Fundraising Program Design & Launch Tactic 44 Alumni Relations Program Initiative B Phase 1 Branding/Licensing - Pilot Enhancements Tactic 11a Brand Enhancements 3. Board Decommission current Tournament Task Force & approve National Office Position to start Tournament Improvement program. Initiative C Tournament Improvement Plan/Design/Launch Tactic 15 -USFA - Digital/Mobile Tournament Check In & Schedules Tactic 16 -USFA - Tournament Navigation & Scoring App Tactic 21 -USFA - Fencer to Strip Ratio Calculator Tactic 22 -USFA - Large Screen to make fencing easier to watch for tournaments Tactic 23 -USFA - Logo Banners at Tournaments with QR code based Data about match or venue Tactic 47 -USFA - Spectator Mgmt. Tracking Tactic 48 -USFA - Improved & Advanced Tournament Design 37

38 USFA Strategic Roadmap Strategic Alignment Project Terms & Definitions 1. Mission Purpose of the organization 2. Vision Future goal of the organization 3. Operational Activity Day to day functions HR/Finance, etc. 4. Business Objective Organizational goals and focus areas 5. Tactic Strategic Roadmap Activity designed to transform the organization or Sport 6. Enabling Capability Function to support achievement of tactic 7. Initiative Grouping of Strategic Roadmap Tactics 8. Phase Grouping of Strategic Roadmap Initiatives 9. Roadmap/Action Plan Complete grouping over time of Phases/Initiatives/Tactics etc. with all supporting detail, and step by step list towards achievement 38

39 Cascade Downward Cascade Downward USFA Strategic Roadmap - Supporting Research & Documents USFA & Daugherty Terminology Translation USFA Mission Vision Values Priorities Goals Daugherty Mission Vision Values Business Objectives Tactics Enabling Capabilities Roadmap/Action Plan Defined the Same Defined Slightly Differently More Granularity in lower levels with Daugherty Definitions 39

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