STRATEGIC 2018-2022 U.S FIGURE SKATING - PLAN
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U.S FIGURE SKATING
STRATEGIC
PLAN
2018-2022
Together we foster fun and inspire a
lifelong passion for skating while developing
champions on and off the ice.
TOGETHER WE FOSTER FUN AND INSPIRE A LIFELONG PASSION FOR SKATING WHILE DEVELOPING CHAMPIONS ON AND OFF THE ICE
INTRODUCTION
In the spring of 2017, the Board of Direc- of the strategic planning committee. planning process and cycle with the
tors and the Strategic Planning Commit- The Working Group, which consisted of governance, planning and budgeting
tee embarked on a strategic planning the other half of the Strategic Planning cycles of U.S. Figure Skating.
process for the 2018-22 quadrennial. Committee and additional board mem- This document was created during
The Strategic Planning Committee was bers, was charged with developing the the summer/fall of 2017 by a Working
split into two groups – a Task Force and next strategic plan. Group comprised of 13 people including
a Working Group. One half of the Stra- The Strategic Planning Working Group Board of Directors members, Strategic
tegic Planning Committee comprised studied best practices for strategic plan- Planning Committee members, Head-
the Task Force, which was charged with ning and developed a strategic planning quarters staff and skating community
recommending a process for future cycle and process that followed best leadership. It was adopted by the Board
strategic planning and the composition practices, and aligned the strategic of Directors in February 2018.
1 2
This document A shorter publication, Ultimately, the underlying goals of all
is prepared for highlighting the Olympic sport national governing bodies
members of U.S. strategic goals and include a solid membership base, winning
Figure Skating and objectives, will be medals on the international, World and
available on the prepared for general Olympic stages and the financial stability to
Members Only site. distribution on support these goals.
usfigureskating.org. This strategic plan identifies seven focus
areas, with strategic goals and objectives,
that will propel U.S. Figure Skating on its
continuing quest for a strong membership
base and placing its athletes on the
podiums of the biggest stages in the world.
Input/Data Gathering
(SP Committee, May-July)
DEVELOPMENT OF THIS PLAN
The graphic to the left illustrates the
GC Presentation Review/Analysis
(May) (SP Committee, Aug.) cycle of strategic planning within
U.S. Figure Skating, with the phases
coinciding with the governance and
Communications/Socialization STRATEGIC Core Strategic budgeting calendar. It is recommend-
to Membership PLAN Development/Review ed that every four years, to coincide
(BOD/SP Committee, Dec.-April) CYCLE (SP Committee, Sept./Oct.)
with the Olympic quadrennial, the
current strategic plan be completely
BOD Final Review/Adoption BOD Draft Review/Approval updated. The in-between years serve
(Feb.) (Nov.) as an opportunity to review the plan,
make smaller adjustments and review
progress toward those goals.
Operating/Business Plan Development
(Staff, Management, Committees, Nov.-Feb.)
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 3
THE PHASES IN THE Where are
STRATEGIC we now?
PLANNING Are we getting Where do we
PROCESS there? want to go?
used to develop this
plan are illustrated How do we
in this graphic: get there?
WHERE ARE WE NOW?
This first phase in the strategic planning process takes an in-depth look at where the organization stands
currently. Research was done through surveys of stakeholders, collection and analysis of data, a review
1 of the successes of previous strategic initiatives and a review of important ongoing work throughout
different areas of the organization. The working group reviewed the data prior to an in-person workshop
in September 2017 and each working group member completed a SWOT analysis (strengths, weakness-
es, opportunities, threats). At the workshop, the group further analyzed the external environment, the
internal environment and came to consensus on a strategic SWOT analysis of our current state.
WHERE DO WE WANT TO GO?
The mission, vision, values, focus areas and goals. The adoption of these core parts of the process serve
2
as a backdrop in determining the goals and objectives for the organization. They tell us what we do,
where we want to go, and what we believe. The working group engaged in exercises in a collaborative
online environment to determine the basis for our vision and values, then solidified them at the in-per-
son workshop. The group confirmed our current mission, with an eye toward updating and refreshing
the mission in the near future. Additionally, core focus areas and strategic goals were identified.
HOW DO WE GET THERE?
3
Objectives were created to support the strategic goals by providing specific ideas and actions neces-
sary to arrive at that future state. The working group used the SMART principle ensuring each objective
was Specific, Measurable, Achievable, Relevant and Time-bound. Issues and strategies were identified
throughout the focus areas as recommendations to consider in the operational planning.
4 ARE WE GETTING THERE?
Objectives include a timeline and Key Performance Indicators (KPI) against which to measure success.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 4
PLANNING LANGUAGE
For the purposes of this strategic plan, the following definitions will be referenced:
STRATEGIC PLAN OPERATING PLAN BUSINESS PLAN
The business plan is created by
This document includes Operating plans are staff and the finance committee,
the following key areas: created to connect committees and connects the operating plans
➤ Mission and staff with the strategic and strategic plan to the overall
➤ Vision plan and include: organization budget and
➤ Strategies spending priorities.
➤ Values
➤ Tactics ➤ Revenue
➤ Strategic Goals
➤ Budgets ➤ Expenses
➤ Objectives
➤ Investments
THE WORKING GROUP THAT CREATED THIS PLAN CONSISTED OF MEMBERS OF
THE BOARD OF DIRECTORS, STRATEGIC PLANNING COMMITTEE AND HEADQUARTERS STAFF:
Lainie DeMore, Midwestern Vice President (Chair)*
Anne Cammett, Eastern Vice President
Sharon Watson, Pacific Coast Vice President
Steve Wolkin, Admin. / Legal Group Coordinator*
Kirsten Miller-Zisholz, Coach Member, BOD
Pilar Bosley, Athlete Member, BOD
Jenna Longo, Athlete Member, BOD
Winston Burbank, Chair, Strategic Planning Committee*
Mary Klugherz, Member, Strategic Planning Committee*
Lori Fussell, Chair, Adult Skating Committee*
Colin McManus, Athlete, Strategic Planning Committee*
Barb Reichert, Senior HQ representative
Kelly Vogtner, Senior HQ leader
* Indicates that working group member is a member of the Strategic Planning Committee
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 5
PHASE 1: WHERE ARE WE NOW?
ANALYSIS OF BASELINE DATA
Data was collected, studied and analyzed about U.S. Figure Skating.
The following reports, surveys and background information were studied:
1. Large surveys of key stakeholder groups, including U.S. Figure Skating coaches and club presidents. (600 of 6,000 completed)
2. Surveys of all committee chairs and all members of the Athlete Advisory Committee (55 of 80 were completed)
3. Analysis of data regarding U.S. Figure Skating’s pool of officials (type, number, age)
4. Analysis of U.S. Figure Skating membership numbers and trends over 10 years.
5. Analysis of athlete participation in the qualifying competition structure over 10 years.
6. Reports from all senior staff at U.S. Figure Skating Headquarters on the areas they oversee.
7. Review of the work of other U.S. Figure Skating task forces (Competitions Task Force & Committee Realignment)
8. The current 2014-2018 strategic initiatives and progress / success in reaching them.
9. Review of outside publications regarding the youth sports market, trends in youth sports and in athlete development.
10. The branding report prepared for U.S. Figure Skating by Insight Strategy Group in 2015.
ANALYSIS OF EXTERNAL, INTERNAL ENVIRONMENTS AND TRENDS
An important step in the strategic planning process involves a review of external and internal issues and trends that
impact the world in which we compete for members and develop our current and future champions.
Staying relevant and evolving with society are crucial to our ability to carry out our mission.
Key issues identified and analyzed include the following:
YOUTH SPORTS MARKET
➤ Fundamental to U.S. Figure Skating’s future is the youth sports market.
➤ While the U.S. economy is strong, the middle class is shrinking, resulting in a trend in youth sports toward the upper-middle class
and above, thus shrinking the potential participant pool.
➤ Recent research indicates that overall participation in sports by children ages 6 to 12 has declined 8% since 2008.
➤ Youth sports trends indicate that children are specializing in sports at an earlier age, increasing individual training.
➤ Participants in youth sports tend to come from families with household incomes over $100,000 annually, with highly educated
parents.
➤ Increasing costs in other sports have narrowed the financial gap with figure skating, although figure skating is still perceived as
an “elite” sport.
➤ Children cite “having fun” as their number one reason to participate in a sport. Parents value the life lessons learned through
sport.
TECHNOLOGY
➤ Technology has greatly evolved in recent years and is gaining more and more influence in all aspects of daily life.
➤ With the rise of social media and 24/7 connectivity, family life is changing.
➤ Parents want to access clear and concise information about sport easily, to be guided through the experience, to connect with
events, and to interact with others, all on their phones or tablets.
➤ Online learning is becoming a baseline expectation in education.
➤ Technology provides U.S. Figure Skating a myriad of opportunities to connect with the skating community and beyond, to better
understand its membership through data collection and analysis, and to provide opportunities to better serve its members.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 6
PHASE 1: WHERE ARE WE NOW?
CURRENT CULTURE
➤ With the delicate and contentious political environment, many businesses and organizations are going out of their way to
demonstrate inclusiveness and a willingness to embrace all individuals.
➤ U.S. Figure Skating has an opportunity to showcase and celebrate its membership inclusivity and diversity as it works to attract
and retain members.
SCANDALS
➤ Sexual misconduct and abuse are prominent in today’s current events, with renewed focus on Olympic sports.
➤ Much-publicized doping, and corruption and bidding scandals have tarnished the once pristine Olympic brand.
➤ U.S. Figure Skating has been a leader in the Olympic movement with the implementation of the SafeSport program to protect
athletes and underage members.
U.S. FIGURE SKATING
➤ Has a large, highly skilled volunteer base, but is missing efficient ways to identify the talent pool for important volunteer jobs.
➤ Has a strong, committed staff that is overwhelmed with the volume of work.
➤ Struggles to keep up with technology.
➤ The organizational structure is slow to embrace change.
U.S. Figure Skating has an excellent array of opportunities and programs available to members with virtually any interest; however, there is
a lack of awareness among many of our members regarding these many offerings. This lack of awareness about the various paths in skating
leads to confusion among parents regarding expectations and measures of their child’s success. Improving the visibility of and placing
greater emphasis on a visual path through the skating experience will support improvements in member retention, especially in the crucial
transition from the Learn to Skate USA program and the skater’s first experiences in the test and competition structure.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 7
PHASE 1: WHERE ARE WE NOW?
STRENGTHS, STRENGTHS WEAKNESSES
WEAKNESSES,
OPPORTUNITIES Our people (leadership, staff,
volunteers, etc.) Technology
& THREATS (SWOT)
Succession planning
Financial stability (volunteer leadership & HQ)
A key part of the Where Are We Now? phase
of strategic planning required completing A variety of programs for all Internal communication (with
a SWOT analysis to determine the organi- types of athletes our own membership)
zation’s strategic strengths, weaknesses, Officials (aging, retention,
Learn to Skate USA
opportunities and threats. The SWOT was recruitment, training)
determined through evaluating the data col-
International and USOC
lected from stakeholder groups and through Cumbersome governance
relationships
each working group member’s individual
experiences. React quickly and effectively Expense to train
to societal / social changes
Strengths and weakness are concepts relat-
ing to the internal state of the organization, Athlete development:
Lack of definition of success
Programs starting to see
and typically areas that can be built upon results (for athletes)
or addressed. Opportunities and threats are
external to the organization. There may be Retention / bridge program
from LTSUSA to club
ways to maximize opportunities or mitigate
threats, but often these areas are out of the
direct control of the organization.
The working group began this exercise OPPORTUNITIES THREATS
with each member completing his/her own
2018 Olympic Winter Games Cost of sport / financial
SWOT analysis, then using the collaborative
online environment to share and discuss. Competition from other sports
Social Media and Technology
At the in-person workshop, the group also / allure of “easier” sports
analyzed the external and internal environ- Poorly managed facilities
ments with the individual SWOT analyses Possibility of synchronized / lack of business acumen
skating in the 2022 OWG (Rinks)
and through small and large group collab-
oration developed the top 5-8 strategically Health, Fitness & Life lessons Injuries
relevant items.
2021 Centennial Celebration “Not fun”
Broad demographic and Time demands on volunteers
diversity
Non-traditional competitions Inappropriate use of social
(“X-Games” type) media
Adaptive (“Wounded War- Scandal potential
riors” type)
Olympic brand is tarnishing
Skating Community: (sexual misconduct, doping,
emphasize FUN! corruption scandals … “bad
press”)
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 8
PHASE 2: WHERE DO WE WANT TO GO?
VISION
MISSION An organization’s vision statement looks The words below spoke to the working
five to 10 years in the future and projects group:
A mission statement is the core pur-
the desired state for the organization
pose of the organization. It explains Lifelong Love
and its members. It is designed to
why the organization exists and serves
inspire, motivate and give direction. Community
as a guide for day-to-day operations
It is based in reality, but challenges the Joy
and the foundation for decision
organization to go beyond and seek a
making. It should be based upon the Fun
better future.
organization’s core competencies, fo- Achievement
cused on satisfying constituent needs, The working group began by individually Inclusive
motivating and inspiring stakeholder completing a vision exercise in advance
commitment, be realistic, easily un-
Inspire
of the meeting, each coming up with
derstood, short, sharply focused and ideas and words that embodied how Foster
memorable. they see U.S. Figure Skating based on Experience
survey data and their own experiences. Passion
The U.S. Figure Skating mission is
Each member’s words were provided Nurture
stated in Article II of the Bylaws:
to the group and discussion revolved
Support
around developing a common core to
“As the national embody where we want to go. Achieve in Sport and Life
governing body, the Skating
mission of the United
From there, the vision statement was born, embodying these ideas:
States Figure Skating
Association is to “Together we foster fun and
provide programs inspire a lifelong passion for
to encourage skating while developing
participation and champions on and off the ice.”
achievement in the
sport of figure
skating on ice.”
VALUES
As with all U.S. Olympic national gov-
Words and statements that are enduring, passionate and distinctive core beliefs help
erning bodies, our mission underscores
define organization’s values. They are the guiding principles that will serve as a strategic
our commitment to constantly be
foundation and guide U.S. Figure Skating in carrying out goals, programs, conduct, etc.
striving for a strong base of members
(participation) and for our athletes to In determining the values, the working group completed exercises where members
win medals on the national, inter- selected words they felt were core to the organization. Through a collaborative process,
national, World and Olympic stages members worked in teams to select the most meaningful. These values form the underly-
(achievement). ing principles of U.S. Figure Skating going forward.
EXCELLENCE: Highest standards in all endeavors
The mission statement is appropriate
INTEGRITY: Honesty and openness in all we do
but should be reviewed and updated
within the next few years to reflect the RESPECT: Honor all individuals, organizations and traditions
current skating culture and the overall RESILIENCE: We get up and adapt to challenges on and off the ice
environment. COMMUNITY: Nurturing connections through the skating community
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 9
PHASE 2: WHERE DO WE WANT TO GO?
FOCUS AREAS & STRATEGIC GOALS
Reconciling the analysis of the collected data, our external and internal environment research and the SWOT analysis with the organization’s
mission, vision and values drove the determination of the focus areas. The focus areas work in synergy to support a robust membership base
and ensure a continued, healthy pipeline of high-achieving athletes who have been strategically supported in their quest to achieve podium
placements at the World Championships and Olympic Winter Games.
After the focus areas were determined, an overarching strategic goal was developed to reflect the desired future state of that area. The next
sections detail each of the seven focus areas and strategic goals, adding specific objectives, along with issues and strategies, a timeframe
and Key Performance Indicators (KPIs) that the working group developed. The goals are interrelated and of equal importance for the whole
plan to succeed.
FOCUS AREA: MEMBERSHIP GROWTH AND RETENTION
Membership is the base of our organization. After several years of successful focus to develop and launch Learn to Skate USA,
the organization is now building upon that success to focus effort on the transition of Learn to Skate USA participants into our
regular membership and clubs.
Strategic Goal: A solid and growing membership base
FOCUS AREA: ATHLETE DEVELOPMENT AND ATHLETE PROGRAMS
The sight of athletes standing on the podium in the public eye drives all other areas of the sport. While U.S. Figure Skating
cannot control the outcome of any competition, we can strive to equip our athletes with every possible tool to help them reach
their maximum potential. U.S. Figure Skating should continue to strongly support athlete development programs that focus on
long-term athlete development and the High Performance Plan.
Strategic Goal: Support all athletes in reaching their goals and maximizing their potential
FOCUS AREA: TECHNOLOGY
Technology is a critical tool to achieve every defined strategic goal and, most importantly, secure our ability to support a
robust membership base. The technology focus area includes a global plan for incorporating data collection and analysis for
targeted use in reaching and retaining members, including U.S. Figure Skating websites and outward-facing applications that
are used as tools to connect with our members, potential members, supporters and fans, and the development of e-learning
platforms to deliver training and education to officials, parents, coaches and clubs. In addition, it should support efficiency in
governance with online working environments for committees, identification and training of volunteers, and improved commu-
nication with Governing Council delegates.
Strategic Goal: A current, functional, integrated and flexible technology platform
FOCUS AREA: GOVERNANCE AND FINANCE
U.S. Figure Skating’s governance supports the needs of more than 180,000 members through numerous layers of leadership.
Maximizing the efficiency of our volunteer leadership can result in improvements in our ability to react to change and the de-
mands of our industry. Further, a stable financial base is critical to our ability to accomplish our goals now and into the future.
Strategic Goal: An integrated and agile governance structure with the financial stability to support it
FOCUS AREA: OFFICIALS
U.S. Figure Skating cannot hold competitions and test sessions nor send athletes to international competitions without highly
skilled officials. An analysis of the data on officials resulted in a focus area to increase the number of officials and update our
training methods to better reflect the demand for an e-learning platform.
Strategic Goal: A deep pool of well-trained officials across the U.S. to support U.S. Figure Skating tests and competitions
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 10PHASE 2: WHERE DO WE WANT TO GO?
FOCUS AREA: SAFESPORT
All members deserve the right to participate in an environment free from sexual, physical or emotional misconduct and any
form of harassment. U.S. Figure Skating takes pride in its status as a leader in SafeSport among the Olympic Movement. It is
essential that a continued focus be placed on SafeSport proactive measures to protect members of U.S. Figure Skating.
Strategic Goal: The proactive measures to protect members of U.S. Figure Skating against misconduct,
abuse and harassment
FOCUS AREA: BRAND AWARENESS
Brand awareness is another tool that supports membership growth and retention guiding potential members and helping
them to see all of the benefits of our sport. The research done by the Insight Strategy Group in 2015 in identifying our brand
characteristics supports current articles and information about participation in youth sports today.
Strategic Goal: A strong overall brand awareness
A general focus area of Education was considered; however, it was determined to integrate it throughout the other focus areas.
Developments in technology reaching across all focus areas will ensure the delivery of education.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 11PHASE 3: HOW DO WE GET THERE? PHASE 4: ARE WE GETTING THERE? Charts in this section provide detail for the seven focus areas and strategic goals. They highlight objectives to achieve in reaching the strategic goals, identify strategies and issues to be considered in car- rying out the objectives and pinpoint timelines and Key Performance Indicators (KPI) to measure toward objectives and overall goals. MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 12
PHASES 3 & 4: HOW DO WE GET THERE? ARE WE GETTING THERE?
FOCUS AREA: MEMBERSHIP GROWTH AND RETENTION
The recent rebranding of the U.S. Figure Skating Basic Skills program into Learn to Skate USA has been a huge success, result-
ing in an increase in membership. It is important to build on this success by applying what was learned to other areas. One of
the biggest challenges, as recognized by the Membership Committee, coaches, club presidents and leaders throughout the
sport, is a great need to improve the progression from Learn to Skate USA into regular participation in the sport.
➤ 84 of 90 club presidents listed getting members into their club as a “Top 3 Challenge.”
➤ The Membership Committee identified having a core, introductory step between Learn to Skate USA and private lessons as
a key to retention.
➤ Moving forward, data about our membership should be analyzed to provide targeted messaging that supports brand posi-
tioning, and information that will improve and support a member’s journey in skating.
STRATEGIC GOAL: A SOLID AND GROWING MEMBERSHIP BASE
OBJECTIVE ISSUES / STRATEGIES TO CONSIDER AND ADDRESS RESPONSIBLE TIMELINE KPI
Growth: Learn to • Lack of data available to determine retention within Committees within Growth by 2022 Annual growth
Skate USA member- specific areas and to provide appropriate individual the Membership and retention
July 2019 - Set
ship will grow by 15%. messaging: LTSUSA, collegiate, introductory, coaches, Group tied to bench-
benchmarks for
athletes (youth / adult), parents, officials marks. Tools
HQ: Membership, each year of growth.
Regular membership • Improvements in the technology platform will assist in developed in
Skating Programs,
will grow by 5%. the data collection and ability to reach targeted areas the technology
IT, Marketing
of membership with necessary messaging. platform to
collect info.
Define, redesign, • Task force: HQ staff, LTSUSA business directors, Committees within July 2018: Establish- Establishment
promote and grow Membership chair, reps from: coaches, competitions, the Membership ment of the task- of the task-
the Bridge program judges, adult, etc. and Athlete force and outline of force.
to more effectively • Utilize the LTSUSA model, including business develop- Groups project.
Outline of
take skaters from ment specialists.
HQ: Membership, July - December project, project
Learn to Skate USA • Development and promotion of a group lesson curricu-
Skating Programs, 2019: Project plans. Budget
to the test structure, lum are recommended.
Marketing completed and approval.
competitions and oth- • In the interim, promote the beginner, high-beginner
launches.
er programs. and no-test levels.
• Create introductory / junior “competitive teams” for
Compete USA competitions.
Develop tools and • Tools to support skating for fitness and fun. Committees within TBD Launching and/
resources for clubs • Areas to consider: ice shows, injury prevention, move- the Membership or presentation
to recruit and retain ment / artistry, coffee club, therapeutic/ Special Olym- Group of programs
skaters who do not pics, Wounded Warriors, USFS “gym membership.”
test, compete, offici- • Revisit program innovation ideas developed as part of HQ: Membership
ate or coach. the Insight Strategy Group Branding Exercise.
Develop strategies • Areas to communicate opportunities include: officiat- Committees July – Nov. 2018 Plan imple-
to retain collegiate ing, adult skating, coaching, club & U.S. Figure Skating within Membership Develop strategies mentation
members as regular leadership Group; Officials and a plan
members after grad- • Consider a multi-year membership opportunity for Recruitment and
May 2019 Rule
uation. young professionals / recent college graduates Training (ORT)
changes presented
Utilize technology • Consider addressing these target audiences: current HQ Following the TBD
improvements to members, Learn to Skate USA participants, coaches, Technology Needs
Committees
expand education. parents, officials, facility managers, etc. Assessment, a more
• Areas to address: Programs, Curriculum, Rules / specific timeline can
Governance, Opportunities / Paths Current Team USA be created.
Human Interest.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 13PHASES 3 & 4: HOW DO WE GET THERE? ARE WE GETTING THERE?
FOCUS AREA: ATHLETE DEVELOPMENT & ATHLETE PROGRAMS
U.S. Figure Skating exists to provide programs to encourage participation and achievement in the sport of figure skating. Ath-
letes are central to everything we do from the Learn to Skate USA beginner to the Olympic medalist. Demonstrating support
for our athletes throughout all levels of our sport is critical to our success.
COMMITTEE REALIGNMENT
➤ The committee realignment plan is designed to strongly support athletes in maximizing their potential through:
o Merging Athlete Development and Technical Committees for each competitive discipline;
o Creating a new international grouping for greater focus on international success;
o Grouping skater opportunity programs under the Membership Group.
LONG-TERM SUCCESS
➤ Successful long-term athlete development includes a focus on skills and tools such as physical literacy, mental toughness,
technical skills, and skating skills.
➤ Other sports have experienced success by reducing the significance of competition results in the early years, while increas-
ing the focus on development and collaborative learning with their peers. Proposed adjustments to the qualifying structure
in singles, pairs and dance support this concept.
➤ Improvements in the U.S. Figure Skating technology platform will serve as a tool to assist in communication and education
of athletes, parents and coaches.
HIGH PERFORMANCE
➤ The High Performance Plan is a separate strategic plan, developed by the Athlete High Performance Department and
submitted to the U.S. Olympic Committee (USOC). The plan’s focus is on winning the maximum number of medals at the
Olympic Winter Games.
➤ The plan includes detailed strategies for training, technology, sports science, coaching education, individual training plans
for key athletes, and international relations tactics for U.S. officials and governance.
➤ The USOC provides funding to U.S. Figure Skating to support this plan.
VARIETY OF OPPORTUNITIES
➤ For athletes to commit to the sport and realize his/her potential, they must be aware of all the different paths the sport has
to offer.
➤ An improved technology platform will aid in connections and communications with our athletes, parents and coaches, to
better inform each of the opportunities available and what it takes to be successful in each.
➤ Key to the organization’s success is the ability to attract and retain boys and men. Figure skating is seen as a predominant-
ly female sport, and boys have difficulty seeing themselves fit in. Development of opportunities and communications can
connect boys with one another and help them visualize success in one of the competitive disciplines.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 14PHASES 3 & 4: HOW DO WE GET THERE? ARE WE GETTING THERE?
STRATEGIC GOAL: SUPPORT ALL ATHLETES IN REACHING THEIR GOALS AND MAXIMIZING THEIR POTENTIAL
OBJECTIVE ISSUES / STRATEGIES TO CONSIDER AND ADDRESS RESPONSIBLE TIMELINE KPI
Propel the focus on • Implement changes to the competitive pipeline by HQ GC 2018 competi- Competitions
long-term athlete the competitions task force. Committees within tion changes Task Force
development • Parent information / High Performance Parenting / the Athlete Services Recommendations
Ongoing
through the com- Coach education Group are approved.
petitive pipeline in • Further develop camp and seminar models.
Increased number
all disciplines. • Continued sports science and injury prevention fo-
of athletes
cus by extending the reach and promoting participa-
participating in
tion of all athletes in the S.T.A.R.S. program.
S.T.A.R.S.
Increase funding for • Request funds from the U.S. Figure Skating Founda- High Performance With the USOC and Completion of
the High Perfor- tion to supplement the U.S. Olympic Committee’s Department Foundation cycles HPP
mance Plan and/or grant toward the High Performance Plan. BOD approves
BOD
high-performance • Demonstrate U.S. Figure Skating’s commitment to request
athletes. the High Performance Plan and winning medals at Foundation
international competition. approves grant.
Athletes are aware • Progression guides for different disciplines, tracks HQ As technology im- Creation of new
of all paths and op- and avenues in the sport for athletes, parents, Committees within provements permit; website.
portunities offered coaches. Athlete Services & along with Bridge
Creation of
through U.S. Figure • Partner with LTSUSA and Bridge program to begin Membership development.
content.
Skating. education process and awareness of options.
• Utilize improvements in the technology platform to
better communicate the paths available in the sport.
• Utilize improvements in the technology platform to
better support and encourage boys and men to stick
with the sport.
Support and grow • Committee realignment supports communication Programs & New July – November Operating plans
programs outside of and support between U.S. Figure Skating programs. Program Develop- Review programs completed.
the standard qual- Each subcommittee within Programs should have an ment Committee and create operat-
ifying competition annual operating plan. and Subcommittee ing plan.
structure.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 15PHASES 3 & 4: HOW DO WE GET THERE? ARE WE GETTING THERE?
FOCUS AREA: TECHNOLOGY
Technology is a critical tool that has a direct impact on all other strategic goals, with issues addressed here providing a path-
way for objectives in other areas.
➤ E-learning platforms are coaches’ top preference for continuing education and need to be more available.
➤ U.S. Figure Skating has many quality programs and resources; that are underutilized because they are too difficult to
locate, access and understand.
➤ There is not enough information readily available on how members participate in the sport to make the best business deci-
sions.
➤ There is confusion in the connection between U.S. Figure Skating’s various outward-facing applications.
➤ The workload of headquarters staff is increasing, but technology is holding back efficiency.
STRATEGIC GOAL: A CURRENT, FUNCTIONAL, INTEGRATED AND FLEXIBLE TECHNOLOGY PLATFORM
OBJECTIVE ISSUES / STRATEGIES TO CONSIDER AND ADDRESS RESPONSIBLE TIMELINE KPI
Hire a senior Executive Budget cycle Budget
management Director FY19 Start: July approval
technology CFO 2018
position to BOD Hiring of
oversee the individual
technology
platform.
Develop a A needs assessment that analyzes current and future states of Senior November Approval of
corporate all applications / platforms and engages stakeholder feedback management 2018 Over- the approach.
technology plan should be done as a first step for this objective. The plan may or position in IT view of needs
while keeping may not utilize an outside consulting service. assessment and Confirmation
the current plat- Considerations include : HQ leadership technology plan of budget
forms stable. • A visually integrated and engaging website with meaningful Committee approach. needs.
visitor tracking information (i.e., a NEW website). leadership
• A highly accessible e-learning platform. November 2018 Presentation
• Committee management tools that enable and encourage - February 2019 of draft at
collaboration. Budget prepara- BOD meeting.
• Club management tools. tions, priorities,
• Needs regarding membership database. etc.,
• Needs regarding LTS application.
• System to collect, analyze & report on all corporate data. May 2019 Status
• Needs regarding EMS. update for
• Tools for HQs efficiency and staff collaboration. membership and
• Electronic voting at Governing Council. solicitation of
• Support for outward-facing applications input.
• Review of all channels – are they needed? Why do they exist?
Can they be visually integrated? (usfigureskating.org, Icenet- July - Nov. 2019
work, Fan Zone, LTSUSA, etc.). Creation of a
• A skills database for membership. draft technology
• Create a plan for data to support business planning, program plan.
evaluation, improving services to membership and staff.
Further timeline
• Assess security vulnerabilities of all information systems.
TBD based on
• Creation of policies and procedures that ensure sufficient IT
the technology
governance (data is backed up, servers are maintained, IT as-
plan and prior-
sets are tracked, service calls are resolved, develop a Service
ities.
Level Agreement (SLA), Business Continuity Plan).
• Identify trends in IT and recommendations for utilizing new
technology.
• Tie all IT initiatives to USFS organization strategy.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 16PHASES 3 & 4: HOW DO WE GET THERE? ARE WE GETTING THERE?
FOCUS AREA: GOVERNANCE & FINANCE
U.S. Figure Skating is a national organization striving to support the needs of more than 180,000 members and 500-plus mem-
ber clubs.
GOVERNANCE:
➤ We are governed by several layers of volunteer leadership with professional support.
➤ Our processes and structure at times make it a challenge to adapt quickly to the pace and ever-changing demands of our
industry. Often, we are unable to react in a timely and effective manner to rapidly evolving outside expectations and a
changing marketplace.
➤ To maximize our ability to stay current, relevant and to thrive in this environment, we need to improve our efficiencies,
processes and strengthen our delivery system.
➤ Committee chair and staff relationships should be strengthened and a stronger connection to our delegates and clubs
should be forged. We can find and develop future leaders by tapping our talent pool of members and connecting them
with the organization.
FINANCE
➤ Financial stability is the cornerstone to carrying out our mission.
➤ U.S. Figure Skating is in a fortunate position to have the support of a Foundation with substantial assets. As the assets
continue to grow with the currently strong economy, the organization should look at the spending policy and philosophy
of the Foundation, in conjunction and coordination with our own development efforts.
➤ Our organization’s underlying goals are a growing membership and medals at international competitions (“members and
medals”). The combined development efforts and role of the U.S. Figure Skating Foundation are a significant part of those
goals.
STRATEGIC GOAL: AN INTEGRATED AND AGILE GOVERNANCE STRUCTURE WITH A SOLID FINANCIAL BASE
OBJECTIVE ISSUES / STRATEGIES TO CONSIDER AND ADDRESS RESPONSIBLE TIMELINE KPI
Create processes • Committee realignment. BOD May 2018 – pass commit- Committee realignment
to make Governing • Nominating committee. tee realignment passes.
Council decisions • Succession planning.
Nominating committee
more efficient. • Consider different levels of voting authority for GC dele-
update passes.
gates (a higher vote threshold for overturning technical
rules passed by committee and no authority to overturn Succession plan developed.
SafeSport rules passed by the Board).
Provide learning • Webinars BOD Ongoing
platforms for clubs • Seminars at Governing Council and around the nation. Committees
With technology timeline
and delegates. Staff
Support and strength- • Elevate leadership & staff partnerships. HQ November 2018: Guide- Documentation of commit-
en the partnership • Committee education on its working relationship with staff. leadership lines for committee and tee’s responsibilities; lead-
between leadership • Defining roles and clear expectations. BOD staff expectations ership / staff expectations
/ committee chairs • Group coordinators & staff. Committees
Ongoing Training program for com-
& members and HQ • “HR” training.
mittee chairs & HQ staff
staff. • Provide tools.
Develop a succession • Specific committees, management BOD TBD, based upon adop- Nominating Committee
plan for key lead- • Consider recommendations from Tecker Consulting on tion of report by Tecker. recommendations adopted
ership roles in the Nominating Committee. by GC.
organization.
Create and imple- • Create a skills database of members and willingness to BOD November 2018 Training and education
ment a leadership participate in leadership and volunteerism HQ programs implemented
Development of Strategy
development strategy • Create training and education programs for committee and
for BOD, committee
for BOD, committee staff leadership
chairs, senior staff.
chairs, senior staff.
Implementation
Review the spending • Consider the strategic plan and its goals, and whether the As Annually Annual review and report
policy/philosophy of Foundation’s distribution of funds is in alignment with U.S. appropriate on KPI of special projects.
the Foundation with Figure Skating reaching its goals.
consideration of • Consider the goals of U.S. Figure Skating’s development
development efforts. department in the raising and distributing of funds, in
consideration of the Foundation.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 17PHASES 3 & 4: HOW DO WE GET THERE? ARE WE GETTING THERE?
FOCUS AREA: OFFICIALS
A large number of qualified officials is critical to U.S. Figure Skating’s ability to fulfill its mission. Officials include all individuals
who are trained and appointed to serve in various skilled roles at sanctioned test sessions and competitions: judges, referees,
technical specialists, technical controllers, data and video operators, accountants, technical accountants, music technicians and
announcers.
➤ There is considerable concern among U.S. Figure Skating’s stakeholders about the recruitment, training and retention of
officials.
➤ The pool of officials is aging and there are not enough highly skilled officials in the pipeline to replace them.
➤ Lack of officials may become a limiting factor in future efforts to expand programming, grow membership, and transition
additional events to the international judging system.
There are approximately 385 sanctioned U.S. Figure Skating competitions annually and over 50,000 individual tests. The sup-
port for these core activities is as follows:
➤ 1,039 test judges, of whom 590 also hold competition appointments.
➤ 446 technical specialists. Of these 173 are technical controllers (same pool as competition judges).
➤ Referees are also drawn from the pool of competition judges.
➤ 117 accountants, with only 74 of these individuals also serving as technical accountants.
The age of officials is concerning, with the following trends for various official groups:
➤ Test judges: 24% of all test judges are under the age of 50. The median age for singles and pairs is 59, and for dance is 64.
➤ Accountants: Only 10% of all accountants are under the age of 50. The median age is 70, with technical accountants at 63.
➤ Competition judges: Approximately 30% are under the age of 50, with singles and pairs having the youngest pool, and
synchronized skating and dance an older pool.
OFFICIALS
GENERAL - AGE
This chart shows the % of officials in each
category that are under 50 year old.
% of Officials Under age 50
Accountants
TP - SyS
TP - Dance
TP - Pairs
TP - Singles
Comp Judges - SyS
Comp Judges - Dance
Comp Judges - S/P
Competition Judges
Test Judges
0% 20% 40% 60% 80 100%
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 18PHASES 3 & 4: HOW DO WE GET THERE? ARE WE GETTING THERE?
While efforts in recent years have begun to focus on building the officiating pipeline, more improvements are needed, (es-
pecially for judging and accounting), to create a more understandable, clear and objective path to becoming an official. The
current process for becoming a judge remains lengthy, expensive, sometimes confusing, inconsistent in its support for devel-
oping officials and does not reflect the realities of the busy lives of young professionals and working families. Current clubs
and officials can work together to create a more welcoming, supporting and educational environment where everyone benefits
from having a larger pool of highly trained officials.
STRATEGIC GOAL: A DEEP POOL OF WELL-TRAINED OFFICIALS ACROSS THE U.S., TO SUPPORT U.S. FIGURE SKATING TESTS
AND COMPETITIONS
OBJECTIVE ISSUES / STRATEGIES TO CONSIDER AND ADDRESS RESPONSIBLE TIMELINE KPI
Modernize and profes- • E-learning platform HQ leadership GC 2018: committee realign- Governing Council
sionalize the officials’ • Mandatory education (once e-learning is estab- Staff ment passes committee
training process to reflect lished) Committees realignment.
November 2018: ORT com-
the current culture and • Committee realignment: staff & technology to BOD
mittee provides a recommen- Budget approved.
needs. support the ORT committee. Current officials
dation
• Evaluate the pipeline for advancement and moni- Appropriate staff
toring. Nov. – Feb. 2018: Budget cycle hired.
• Create a welcoming culture for potential, new and for education, staff, etc.
E-learning platform
current officials. Feb. 2018: RFAs for rule developed.
changes submitted.
Rule changes
May 2019: Plan finalized and passed with regards
approved, rules voted on. to advancement /
monitoring.
July 2019: Begin implementa-
tion and roll out.
Increase the number • Improve recognition Committees GC 2018: Creation of a plan
of accountants and • Increase awareness of the path Staff committee realignment by ORT
Technical Accountants by • Use committee realignment November 2018: ORT report /
Number of accoun-
recruiting at least 25 new • E-learning, increased schools sub for accountants
tants appointed
accountants who achieve • Incentive for current accountants who recruit
annually.
their first appointment
by May 2022.
Increase pool of potential • Review eligibility rules regarding coaching, ac- Committees November 2018: Rule changes draft-
officials. counting, judging, TP, etc. Look at adult athletes’ Staff ORT report ed and approved /
qualifying to earn TS. Engage clubs and current BOD report submitted
officials in an incentive and recruitment plan. for recruitment
plan.
Review, communicate • Awards and recognition for judges, accountants, Committees July 2019 Publication of of-
and publish recognition music, announce., ice tech, medical, etc. Evaluate, Staff Ongoing ficials’ recognition
programs for officials refresh and communicate program.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 19PHASES 3 & 4: HOW DO WE GET THERE? ARE WE GETTING THERE?
FOCUS AREA: SAFESPORT
In 2013, U.S. Figure Skating adopted the SafeSport Program created by the U.S. Olympic Committee and implemented all of
the SafeSport Program initiatives to the extent they were not already part of U.S. Figure Skating’s existing bylaws, rules and
policies that we previously adopted to provide a safe, healthy and positive skating environment for members.
Future steps to support our ongoing SafeSport initiatives include expansion of education and the scope of mandatory back-
ground checks. As an organization, we must ensure that the appropriate financial, technological and human resources are
available to support SafeSport initiatives, policies and procedures, including the services and programs provided by the U.S.
Center for SafeSport.
STRATEGIC GOAL: ONGOING PROACTIVE MEASURES TO PROTECT MEMBERS OF U.S. FIGURE SKATING AGAINST
MISCONDUCT, ABUSE AND HARASSMENT
OBJECTIVE ISSUES / STRATEGIES TO CONSIDER AND ADDRESS RESPONSIBLE TIMELINE KPI
Support the ongoing • Ensure funding, technological and human resources are HQ Ongoing
education and available for SafeSport initiatives, policies and procedures – BOD
implementation of including ongoing education. SafeSport
SafeSport initiatives, Committee
policies and proce-
dures.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 20PHASES 3 & 4: HOW DO WE GET THERE? ARE WE GETTING THERE?
FOCUS AREA: BRAND AWARENESS
The U.S. Figure Skating brand is a living entity that has evolved over time. The brand is how our audience sees us, how they
experience skating and the emotional connection they have with the sport. In 2014 the Board of Directors embarked on a
“Brand and Image” project to better understand the brand and identify challenges with the brand and image of U.S. Figure
Skating. The intent was to develop a strategy to increase exposure and promote U.S. Figure Skating and the sport, to attract
new potential skaters and appeal to a broader audience.
BRAND DEVELOPMENT
➤ In 2014, Insight Strategy Group, a marketing research and strategy firm, was hired by U.S. Figure Skating to help better
understand the organization’s current brand position and make recommendations for growing awareness of the sport and
evolving the brand.
➤ Extensive research was conducted and four primary brand associations were identified:
o Artistry
o Athleticism
o Personal growth
o Social belonging
➤ A series of workshops were conducted to identify four intrinsic brand characteristics:
o Transformational
o Adventurous fun
o Stronger together
o Going beyond
➤ The brand characteristics support the Brand Essence, “Be Your Own Superhero.” The brand essence is about the strength
in all of us. Figure skating can help find and foster that strength.
BRAND IMPLEMENTATION
➤ A global creative communications firm, Tea & Water, was then hired to translate the brand essence into a marketing and
communications campaign that would evolve, emphasize and elevate U.S. Figure Skating’s primary brand associations.
➤ The “Get Up” campaign was introduced in the fall of 2016, with the objective of increasing exposure and broadening the
appeal of the sport of figure skating in the United States.
➤ The campaign is designed to engage parents looking for activities for their kids, kid and adults looking for activities and
healthy lifestyle options, fans of the sport and the general population who may be interested in figure skating.
➤ The “Get Up” campaign has been incorporated into various communications, marketing, event and club activities, at every
level of the organization and will continue to be the focal point of public facing efforts through the end of the 2018 season.
➤ National Get Up Day, celebrated annually on February 1, will be one of several legacy components of Get Up that will ex-
tend beyond the end of the campaign.
THE BRAND GOING FORWARD
➤ The brand integration is not only the responsibility of the marketing department. The entire organization must be aware
of the brand and incorporate the brand attributes and characteristics in messaging to each target audience and in every
activity.
➤ The Brand Essence must be integrated into every touchpoint of the organization – from the television viewing audience to
the parent and child who walk into a rink for the first time.
➤ Keeping the brand promise through the delivery of the skating experience, whether a skater, parent, coach or fan, is key to
the brand’s success. It will be important to evaluate all aspects of the organization so the promises made through messag-
ing are delivered consistently, thereby strengthening the brand.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 21PHASES 3 & 4: HOW DO WE GET THERE? ARE WE GETTING THERE?
STRATEGIC GOAL: A STRONG OVERALL BRAND AWARENESS
OBJECTIVE ISSUES / STRATEGIES TO CONSIDER AND ADDRESS RESPONSIBLE TIMELINE KPI
Ensure the U.S. • Education is important for all levels of the organiza- HQ November 2018 The creation of toolkits
Figure Skating tion to understand the brand and better integrate it BOD Toolkit developed for brand building.
brand is under- into our activities. Clubs GC Presentation on
Awareness surveys –
stood at all levels • Consider the development of tools for use by staff, Committees delivery.
key groups.
of the organiza- committee chairs, club leadership, etc., and training
Ongoing
tion. for their delivery.
Build brand • Ensure external communication tools are in align- HQ November 2018 Communications plan
awareness ment with the brand. BOD Delivery of Communi- documented and pre-
through integrat- • Consider the following tools: SKATING magazine, cations sented to the Board.
ed and consistent website, athlete messaging, social media, press
Ongoing
communications. releases, etc.
Maintain and • Consider building on the Get Up campaign by HQ November 2018 Presentation to the
support the brand highlighting other brand characteristics identified BOD Delivery of plan for Board.
through market- by the data collected by Insight (i.e., adventurous future marketing cam-
Update of baseline
ing. fun), and in support of the U.S. Figure Skating paigns.
data presented by
vision: “Together we foster fun and inspire a lifelong
May 2021 Insight related to brand
passion for skating while developing champions on
Conduct research to awareness and activity
and off the ice.”
updated baseline data. participation.
Continue to evalu- • Revisit the “Program Innovation” recommendations HQ November 2018 deliv- Extension of timeline
ate programs and made by Insight and use the research and strategies BOD ery of assessment of “skater journey” and
public points of as a roadmap for evolving current programs and Clubs increased retention
Ongoing
contact to ensure developing new initiatives. Committees
delivery matches
marketing mes-
saging.
Julia Kim
Flying is just part of
her daily routine.
#WeGetUp WeGetUp.com
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 22PHASES 3 & 4: HOW DO WE GET THERE? ARE WE GETTING THERE?
CRITICAL SUCCESS FACTORS, RISKS
AND ISSUES ON THE HORIZON
For the strategic plan to be successful, it is imper- There are potential risks that can threaten or challenge every strategic
ative that there be a full commitment and under- plan. Some are within the organization’s control and can be mitigated,
while others are more susceptible to uncontrollable factors. Being
standing throughout the organization. There also
aware of these risks can help us exercise resilience and agility in han-
needs to be a financial commitment to the strategic dling them should they occur.
priorities.
There is always an ongoing threat of economic uncertainty, as political
In addition, the following must happen: decisions and market conditions can affect the number of people able
and willing to afford skating. In addition, should the U.S. economy
EDUCATION AND ENGAGEMENT OF struggle, U.S. Figure Skating could experience a reduction in revenue
and a need to revisit and prioritize our strategic goals and priorities.
STAKEHOLDERS.
Primarily those charged with developing During the Olympic Winter Games figure skating attracts a significant
and implementing tactics to meet the amount of attention. Along with that attention comes the risk that a
goals and objectives, such as Board scandal could both tarnish our brand and/or divert resources from
members, committee chairs and other priorities to deal with it. Figure skating is a subjective, judged
headquarters staff. sport, and a judging controversy or scandal on the international level
(as we experienced at the 2002 Olympic Winter Games) could result
in unknown changes to the sport or in the necessity of diverting re-
RESOURCES AVAILABLE. sources from our current goals to mitigate the damage.
This includes dedicating appropriate
In addition to judging issues unique to figure skating, an unexpected
staff to goals, in addition to volunteers, SafeSport scandal could do immeasurable damage to the reputation
including committee chairs, committee of our organization and sport, as we have seen recently in other sports
members, officials, club leadership, etc. organizations and entertainment properties. While we are unable to
control unknown incidents that may have occurred in the distant past,
we are mitigating this threat by continuing to put in place significant
PERIODIC REVIEW OF THE GOALS, resources to reduce any potential incidents in the future.
OBJECTIVES AND STRATEGIES.
U.S. Figure Skating must consistently Finally, internal risks include pushback from some constituents and
review the strategic plan and make naysayers. In addition, the annual changes in the Board poses a risk of
a lack of continuity.
adjustments along the way, when
necessary. We must be resilient and
agile in our approach to making this plan
happen.
ACCOUNTABILITY.
Those responsible for keeping the plan
on track and executing various areas
must be accountable for reaching
benchmarks and meaningful targets.
EMPOWERMENT.
U.S. Figure Skating is a team. Leaders
must be empowered to act on tactics in
their areas.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 23PHASES 3 & 4: HOW DO WE GET THERE? ARE WE GETTING THERE?
OTHER AREAS OF CONSIDERATION
Part of prioritizing strategic goals and objectives is acknowledging that there are important concerns and issues that do not
make it into the final focus area section. Below are additional areas that will need attention in the future and that the Board
should address within the next one to two years, perhaps with the formation of additional working groups or task forces who
will work in conjunction with the Strategic Planning Committee.
QUALITY COACHING
Quality coaching is critical to the success of U.S. Figure Skating’s members in achieving their goals. Without top quality coach-
es working day-to-day with our athletes, the athletes’ ability to achieve their goals is limited. U.S. Figure Skating works closely
with the Professional Skaters Association (PSA) regarding coach education and training to support our athletes maximizing
their potential.
SYNCHRONIZED SKATING
While synchronized skating does not have a specific strategic goal, it should be included within the other focus areas. Synchro-
nized skating has the potential to become an Olympic discipline, and with that the potential to accelerate our membership by
highlighting the team sport aspect. This potential opportunity, if it becomes available, should be maximized with a U.S. team
standing on the podium and our athletes prepared for the spotlight. Special attention should be paid to the tactics for synchro-
nized skating under the Athlete and Membership focus areas.
INTERNATIONAL SKATING UNION
The International Skating Union (ISU) is in the early stages of discussions that would result in significant changes to the
competition structure, beginning after the 2022 Olympic Winter Games. It is important that U.S. Figure Skating stay engaged
in these discussions, using our international relations strategy to ensure that the U.S. has ample influence in these changes.
Adjustments to the High Performance Plan in addition to changes supporting athlete development may also be necessary.
HEADQUARTERS BUILDING
As the competitive sports market has become more professionalized, the demands and expectations of the U.S. Figure Skating
staff have increased to support it. There are several areas in this plan that could result in staffing and equipment increases. The
current Headquarters building is near capacity and showing its age. A long-term capital improvement and development plan
should be considered for the mid- to long-range future.
WORLD FIGURE SKATING MUSEUM & HALL OF FAME
The World Figure Skating Museum & Hall of Fame, which was brought to Colorado Springs with the Headquarters building
nearly 40 years ago, is in great need of attention. In the next quadrennial period, discussions need to be initiated on the future
of the museum and its mission and connection to U.S. Figure Skating history. Discussion should also include its location and
necessary capital improvements. Attention should also be paid to the U.S. and World Figure Skating Halls of Fame and how
these areas are guided.
CENTENNIAL ANNIVERSARY
Finally, within this quadrennial, there will be an important opportunity to celebrate U.S. Figure Skating’s
Centennial Anniversary. This opportunity should be maximized through marketing efforts connecting all
departments at Headquarters, in addition to involving member clubs.
MARCH 1, 2018 INTERNAL DOCUMENT FOR U.S. FIGURE SKATING MEMBERS 24You can also read
