Strategic Plan 2006-2010 August 31, 2006 Approved by USFSA Board of Directors September 11, 2006
Executive Summary U.S. Figure Skating has experienced tremendous growth and diversification since many of the rules and committee structures were defined. Examples include the growth of Basic Skills, Adult and Synchronized Skating, restructuring of the Board of Directors and the adoption of a new scoring system. Initiatives must be defined to reflect and integrate both realized and anticipated changes into a strategic plan. This document represents the strategic plan for U.S. Figure Skating through 2010. The Strategic Planning Committee has conducted several brainstorming sessions, both with the committee and in activities with the Board of Directors. This plan describes the critical initiatives for U.S. Figure Skating to focus on through 2010 and defines a blueprint for achieving that vision. This plan is based upon the following guiding principles: The critical outcome of the strategic planning process is not the strategic planning document; rather it is the process of actively and aggressively planning our future; The strategic plan must be adopted and integrated into the planning and decision processes at all levels of the organization in order to be successful; And finally, the strategic plan sets forth the expectations for which U.S. Figure Skating staff and volunteer leadership will be accountable. This plan focuses on five strategic initiatives and goals to be accomplished by 2010 as follows: 1. Develop strategies for athlete success in all disciplines a. Programs will be developed that will support preparation of our top athletes to be successful 2. Create programs to attract new member and increase retention rates while leveraging the existing club infrastructure a. At least 210,000 U.S. Figure Skating members will be enrolled by 2010 b. Programs need to be developed to support a skate for life strategy to promote figure skating as a healthy activity for people of all ages 3. Align the organization to adopt the Strategic Plan initiatives a. Adopt processes to align the organization around the implementation of the strategic plan b. Rationalize the decision-making process for technical rules within each discipline c. Define metrics to measure and track progress toward achieving the strategic goals 4. Diversify revenue streams by 2010 a. Alternatives to traditional television distribution will be identified a. A new event model will be developed for the U.S. Championships 5. Recruit, train and retain top caliber leaders, coaches and officials a. Retention and integration of our most accomplished athletes as leaders and officials will be a high priority b. Build the next generation of leaders and officials 2 August 31, 2006
Each initiative will significantly enhance the efforts and actions of U.S. Figure Skating in the achievement of its mission. The goals for each initiative are designed to compel all areas of U.S. Figure Skating (staff, volunteer leadership, etc.) to commit to and work together as a team. While these goals are aspirations, they are also realistic and encompassing of all areas of our organization. These initiatives can be achieved independently with different or concurrent timelines depending on priorities, budget and resources available. The highest priority goal, however, will always be the success of our athletes. The strategic plan was developed to focus on the most urgent priorities and opportunities facing the organization. Adoption of the plan can enable the streamlined Board of Directors by instituting a disciplined strategic planning process leveraging the coordinators and committees to implement prioritized strategic goals set annually. In order to be successful, the strategic planning effort needs to be adopted across the organization. The strategic plan and the planning process needs to drive decision-making (both what to invest in and what not to invest in), priority setting and budget development. The planning process will need to be supported by development of goals for task forces and committees, defined by the Board of Directors and implemented by the Coordinators, committee chairs, committee members and/or Headquarters. Strategy will need to be everyone s job and become a continual process. Respectfully Submitted on Behalf of the Strategic Planning Committee Samuel Auxier, Chair Strategic Planning Committee 3 August 31, 2006
Integrated Planning Process An Overview In addition to outlining the 2010 goals, this document also defines a strategic planning process for U.S. Figure Skating. It provides a framework for following and updating the strategic plan for and is to be utilized by the Board of Directors, committees and staff in support of developing and executing an integrated business plan. Strategic planning is a continuous process that helps define areas for growth and enables the development of a plan to position the organization for the future. It allows U.S. Figure Skating to determine what needs to be achieved now to reach long-term goals by making the most of strengths and addressing weaknesses. The strategic planning process is an iterative one that is influenced by both external and internal factors. The integrated planning process is comprised of five key steps: validation of strategic objectives; assessment of the current market and business environments; deployment of strategic and financial instructions, or guidance; validation and integration of strategies within the committees; and documenting a business plan for achieving the strategies. The diagram below depicts the proposed annual process for developing and monitoring an integrated, strategic long-range business plan for U.S. Figure Skating. 4 August 31, 2006
The Five Strategic Initiatives A first step in the integrated planning process is to reaffirm U.S. Figure Skating strategic goals. The initiatives and supporting goals must be based on the mission and values as a baseline to guide business decisions. The mission and value statements are included as a reference in this document. 1. Develop strategies for athlete success in all disciplines a. Programs will be developed that will support preparation of our top athletes to be successful Over the course of Olympic history, the United States has never won a medal in all four disciplines of figure skating in the same year. In 1960, however, the United States did win a medal in the three disciplines in which it competed. The table below indicates the medal count for each of the disciplines in all of the Olympic years: Year Ladies Men Pairs Dance Total 2006 1 0 0 1 2 2002 2 1 0 0 3 1998 2 0 0 0 2 1994 1 0 0 0 1 1992 2 1 0 0 3 1988 1 1 1 0 3 1984 1 1 1 0 3 1980 1 1 0 0 2 1976 1 0 0 1 2 1972 1 0 0 1 1968 1 1 0 2 1964 0 1 0 1 1960 2 1 1 4 1956 2 3 0 5 1952 1 1 1 3 1948 0 1 0 1 1936 0 0 0 0 1932 1 0 1 2 1928 1 0 0 1 1924 1 0 0 1 1920 1 0 0 1 1908 0 0 0 0 Total 23 13 5 2 43 Over the course of Olympic history, the Ladies have realized the most success with a total of 23 medals. The Men have earned 13 medals for the United States, followed by Pairs with 5 and Dance with 2. Pairs and Dance have been the least successful disciplines thus far. Pairs and dance teams often split up after just a few years of training together and then forge new partnerships. Overall, athletes train on a very individualized basis, with their own coaches in their own home towns and without a centralized focus. In order to achieve this goal, consideration should be given to the manner in which our athletes train. U.S. Figure Skating and the Professional Skaters Association (PSA) will need to examine the possibility of taking a more active, and coordinated, role with athletes in terms of training, coaching, nutrition, injuries/medical and sports psychology. This would include monitoring progress and readiness of top level competitors and withdrawing them from events if they are not truly prepared. 5 August 31, 2006
Coaches education and accreditation must also be considered in order to provide direction that supports the coaching industry for all skaters from beginner to elite. Quality coaching is one of the most important factors in athlete development and U.S. Figure Skating and the PSA will need to consider how to expand activities related to the training and quality assurance of coaches at all levels of the sport. In addition, the communication of the importance of well-trained coaches to skaters and parents, particularly during early development stages, is critical to the success of this initiative and the growth of the sport. One example includes: The Sports Sciences and Medicine Committee discussed the development of a program similar to the TOPs program used successfully by USA Gymnastics for their women s team. TOPs (Talent Opportunity Program), is a talent search and educational program for female gymnasts aged 7-11 and their coaches. During the months of June and July gymnasts aged 7-11 are evaluated on physical abilities at the state or regional level. From there, athletes are invited to participate in the National TOP test that is conducted in the month of October where they are evaluated on the same physical abilities tests along with some basic gymnastics skills. Athletes are then invited to participate in the National TOP Training camp which takes place in December of each year. In order to make this a reality, consideration would need to be given to utilizing a team of experts appointed or hired to lead the program. U.S. Figure Skating must invest in athlete development and sports science programs beyond paying expenses to send athletes to competitions and providing them with funding for training. Likewise, the athletes must be willing to reciprocate with commitments to support the organization such as personal appearances, skating in key competitions (e.g. Skate America) and other promotional activities. This strategic goal can only be accomplished through a joint effort including athletes, officials, coaches, the sport medicine committee and U.S. Figure Skating headquarters with the financial support of the Association. In order to monitor progress toward this goal, medals goals will be established at the beginning of every competitive season for each major discipline for all the major competitions. 6 August 31, 2006
2. Create programs to both attract new members and increase retention rates while leveraging the existing club infrastructure a. At least 210,000 U.S. Figure Skating members will be enrolled by 2010 U.S. Figure Skating is driven by its membership. From grass roots programs to elite level athletes, membership is what makes U.S. Figure Skating a vibrant organization. Overall, membership revenue comprises 12.5% of total revenue. Excluding current television contract income, membership is the second largest income producer representing 43.5% of remaining income. Increasing membership can be a critical tool in the diversification of revenue streams while broadening the membership base. As of the end of 2005, there were 64,443 regular members and 95,024 basic skills members for a total of 159,467. The graph below displays the fluctuations in membership over the past fifteen years. It should be noted that U.S. Figure Skating is comprised of the following demographic: Females make up 76% of the total membership Of total membership, 63% is between the ages of 4 and 13; 76% are 18 years old and under Of total Basic Skills members, 91% are 18 years of age and under 15-Year Membership Growth 120,000 100,000 80,000 60,000 40,000 20,000-90-91 91-92 92-93 93-94 94-95 95-96 96-97 97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 Regular 43,281 45,512 49,100 51,078 53,150 57,431 59,420 61,576 64,179 65,299 65,477 66,023 66,869 66,323 64,443 Basic Skills 46,799 57,135 60,621 74,023 70,223 70,107 69,778 83,169 74,530 80,119 90,822 101,16 106,23 105,50 95,024 Regular Basic Skills Based on the current levels, this strategic goal represents an increase of roughly 40,000 in membership, and it translates to 25% over four years. Retention is another key factor to consider as it is much more economical to retain a member vs. acquiring new members. The Basic Skills program provides an effective entry-level channel into the sport of figure skating, but of the approximately 100,000 Basic Skills members, only 6,000 go on to pass the pre-preliminary test. An effort needs to be made to understand what drives retention for this level and how a stronger link between Basic Skills and Regular membership needs to be developed. The biggest challenge is recognizing and respecting the limitations in the growth of figure skating and this plan needs to address those shortcomings (facilities, clubs, image, and cost). 7 August 31, 2006
U.S. Figure Skating has realized membership growth trends in the area of learn to skate programs and Basic Skills, although there has been a recognized need for a bridge to club membership. This group of skaters serves as the economic engine that drives skating and creates the revenue streams at the local levels that contribute to the training of competitive or elite skaters. Ultimately, a large number of skaters at the lower and mid-competitive range are necessary for rinks to financially provide ice time for the elite level skaters. A vital link in the skater and membership development cycle is the role of clubs and inter-club associations. This plan emphasizes the commitment and promotion of the role of the clubs within the association. Integral to specific recommendations for membership development will be a plan to leverage the club structure. Based on the opportunities identified by the available member statistics, specific programs should be developed for the following: 1. Support and invest in the continued growth of the Basic Skills program 2. Develop the bridge program to move Basic Skills, and other learn-to-skate and early stage development skaters to the local clubs and competitive ranks 3. Encourage young women to choose figure skating as their sport of choice 4. Encourage young men to consider figure skating as their sport of choice b. A broad based skate for life program should be developed to promote figure skating as a healthy activity for people of all ages and increase the potential to add to membership levels. To promote increased membership and retention of current and new members, a skate for life program should be developed and, in support of this initiative, figure skating can be promoted as a healthy activity for people of all ages. In support of this initiative, a capability to track and retain members over their lifetime will need to be developed. a. Programs will be developed to promote figure skating as a healthy form of exercise for skaters at all levels and generations b. U.S. Figure Skating will seek to work with leading health insurers, corporations and ice rinks to certify and promote figure skating as a healthy exercise option c. U.S. Figure skating will determine how to track each member (competitive, basic skills, recreational, etc.) throughout their progression in the sport and their lives in order to retain members. d. An alumni program could be developed to retain competitive skaters as members as they finish their competitive careers 8 August 31, 2006
3. Align the organization to adopt the Strategic Plan initiatives a. Adopt processes to align the organization around the implementation of the strategic plan At the 2006 Governing Council meeting, the Board of Directors adopted the streamlined structure to improve the timeliness of the overall decision-making process of the Association. In addition, a more rigorous budgeting process has been instituted to prepare for the likelihood of reduced revenues. At the same meeting, steps were taken to reform the governance structure of U.S. Figure Skating. Audit and Compensation committees were added to the slate of permanent committees. Effective immediately following the 2006 meeting, the Executive Committee was eliminated and the 29-person board was reduced to a total of 15 people. The composition of the voting members of the 15-person Board of Directors is as follows: the president, three vice presidents, the secretary, the treasurer, the four group coordinators that oversee the permanent and special committees, two coaches actively engaged in national or international athletic coaching of figure skating, and three athlete members. This change will reduce expenses associated with travel and meeting expenses. While this was an ambitious start to streamlining governance, there may be other opportunities, at the committee level, to recognize operating efficiencies and reduce expenses. For the strategic initiatives to be successful, they must be adopted at every level of the organization. The board must approve and prioritize the initiatives and direct the coordinators and committee chairs to develop their goals and budgets based on the prioritized initiatives. Processes must be defined, adopted and adhered to in order to accomplish this and a potential process is illustrated below: The Annual Strategic Goal-Setting Process 9 August 31, 2006
b. Rationalize the decision-making process for technical rules within each discipline One the primary purposes of this initiative is to design and institute processes that will support the strategic planning process. Activities supporting this goal will build on the significant changes instituted to date and will seek to define and integrate responsibilities of the committees, task forces and headquarters staff. Activities supporting this goal will include: Review of the committee charters for overlap in responsibilities Clearly define the charter and responsibilities of each committee and the annual goals of each committee Consider integration of the volunteer committee structure with USFS headquarters management Can key activities be more effective by establishing full-time staff positions? Are there opportunities to align or merge activities with other NGBs or figure skating entities? Potential marketing or operational opportunities? How can metrics be established to measure committee progress? Can we set metrics and measure success as input to the Nominating Committee? Determine relevance of geographic organization within committees Is functional vs. geographic organization more efficient for certain committees? Work with the Governing Council task force to determine the best approach to decisionmaking related to technical rules. These activities should be prioritized by the Board of Directors and analyzed by the Strategic Planning committee, and relevant committees where appropriate, in order to develop recommendations for the 2007 Governing Council meeting. c. Define metrics to measure and track progress toward achieving the strategic goals One result of adopting the strategic planning process will be defined goals at the board, coordinator and committee levels. These goals would be defined, approved and budgeted for at the start of each year and progress can be tracked by the board through the remainder of the year. The board will then have a management tool to track success, measure effectiveness and make decisions. This process should be integrated with the budget tracking that has been developed to produce a balanced scorecard to monitor progress vs. the strategic plan and annual budget. The board, the Strategic Planning committee and headquarters should jointly define the metrics to be tracked and reported on and a format for a balanced scorecard should be defined as a critical element to track the progress toward achieving the strategic, financial and operational goals. 10 August 31, 2006
4. Diversification of revenue streams by 2010 a. Alternatives to traditional television distribution will be identified In order to prepare U.S. Figure Skating for a possible decline in TV revenues post-2007, revenue diversification is crucial. The development of new income streams, cost reduction, and increased savings are also critical. For the 2005 2006 fiscal year, it is projected that television revenue alone will comprise 74% of total revenue. Assuming that a new television contract would produce half of the income yielded today ($12 million x 50% = $6 million) diverse alternatives will be needed to make up the difference. This would reduce television revenue to representing 35%, rather than approximately 70% of the total. In 2003, as displayed by the chart below, income from the 2003 World Figure Skating Championships increased the revenue contribution from events to a high of 22%. The revenue composition for 2003 represents a more diversified balance. Television revenue is a positive source of income for U.S. Figure Skating; however, this goal suggests that a large portion of revenue from a single source can be risky. US Figure Skating Revenue Composition 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% *Projected 10% 5% 3% 14% 5% 0% 5% 11% 13% 0% 4% 1% 1% 8% 5% 22% 15% 11% 13% 13% 12% 5% 11% 4% 4% 3% 4% 65% 63% 74% 66% 67% 57% 2001 2002 2003 (Target) 2004 2005 2006* Television Fundraising - Other Membership Championships/Events Interest/Dividends All Other 3% 0% 4% In conjunction with event revenue, a long-range strategy for fundraising needs to be developed. The following options could be considered: New sponsorship opportunities could provide U.S. Figure Skating with additional funding. The development of an in-house marketing program would lead to the identification of additional sponsors that fit with the brand image of the Association. Partnerships with Burger King and Hilton have been a step in this direction. Non-television sponsorship is projected at $135,000 for the 2005-2006 fiscal year there is tremendous opportunity for growth in this area. 11 August 31, 2006
Continued promotion and implementation of a profitable Friends of Figure Skating program. The fan base of figure skating is a significant untapped resource. The new tiered structure and pricing implemented in 2005 created a substantial opportunity for U.S. Figure Skating to realize additional revenues in this area. Additional media opportunities that include, but are not limited to: o Cable television o Alternative programming such as reality TV or documentary TV o Web broadcasts For a cost, favorite skating performances can be downloaded on the web or an ipod; competitions in different time zones could be viewed via web or pod-cast (if there are no conflicts with television contracts) Setting aggressive goals for growth in membership revenue (please see strategic goals for membership growth) would also contribute to the diversification of revenue. In 2006 membership revenue is projected to comprise 15% of the total. Year-to-year increases in membership levels and revenue should be established. Examining the budget for fee income in relation to any program expense. Some programs, such as the Governing Council Annual Meeting, could be structured to assess nominal fees for materials or to offset administrative costs. During the past two years there have been sizable donations to the USFSA from individuals who have had no apparent formal connection to the sport. This is indicative of an opportunity to promote options for giving to the USFSA, the foundation or the memorial fund. A program will be developed and targeted to individuals to present the options for legacy donations. 12 August 31, 2006
4. Diversification of Revenue Streams by 2010 (continued) b. A new event model will be developed for the U.S. Championships The current event model for the U.S. Championships has essentially been in the same format since it began being televised. The chart below displays the ratings for U.S. Championship and Skate America events from both the 2004-2005 and 2005-2006 seasons. Average TV Ratings 2.5 2 2.09 1.5 1.49 1.50 1 0.74 1.00 0.5 0 2004 Skate America 2005 U.S. Championships 2005 Skate America Dec. 2005 Fan Voting Event 2006 U.S. Championships One rating point represents approximately 1.096 million homes. Figure skating now competes with a multitude of alternative sports, such as snowboarding and skateboarding. Cable television also offers an endless array of viewing choices. While the U.S. Championships tend to draw a higher rating than the average for Skate America, figure skating has lost some of its rating momentum. Listed below are some ratings for other events as a comparison. Event Rating NBA Game 4 (playoffs on NBC) 3.4 NFL Today in January 2006 5.5 2002 Winter Olympics Ladies Free Skate 29.0 1994 Winter Olympics Ladies Short Program 48.5 2002 U.S. Figure Skating Championships 5.8 In terms of one-day events, television ratings were highest for an event in December 1999, which was a U.S. Team Pro-Am and in December 2002 for an international competition. Attendance has been highest for the October 2001 show to benefit the Memorial Fund and a December 2003 international event. 13 August 31, 2006
Attendance and Television Ratings for One-Day Events Attendance 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 Oct Dec Apr Oct 99 99 00 00 Dec Apr Oct 00 01 01 Dec Apr 01 02 Date of Event Oct Dec Apr Oct 02 02 03 03 Dec Apr Oct 03 04 04 Dec Mar 04 05 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 Television Rating Attendance TV Rating Steps have been taken to evaluate the model for the U.S. Championships and the format for one-day events. In December 2005, a one-day event was held in which those who tuned in voted for their favorite skater via text message or on-line. Without the presence of officials to judge the competition, the winners were those who received the most audience votes. While this was a completely new approach and format to figure skating competition, other formats should be explored in order to maximize audience appeal. This event received a rating of 1.5. 14 August 31, 2006
5. Recruit, train and retain top caliber leaders, coaches and officials Introduction of the ISU Judging System IJS along with an aging population of officials, prompted the creation of this initiative. Not only are new officials needed in the system, but another set of positions are required as a result of the adoption of the IJS. The next phase of the roll-out of the IJS in the 2006-2007 season, and beyond, will require the institution of ongoing training sessions for both new and current technical accountants, specialists, callers and controllers. As of January 2006, the following breakdown represented the population of judges and officials across multiple disciplines: Number of Trained Officials 1,200 1,120 1,000 800 600 580 400 200-49 200 Test Competition ISU Judges Referees ISU Referees 14 225 Other by skill* 71 Tech Panel Note: The number of technical panel resources has been significantly increased over the past six months but is not yet reflected in this chart. a. Retention and integration of our most accomplished athletes as leaders and officials will be a high priority The trial judging process is currently one that may be cost-prohibitive to individuals interested in judging. In addition to taking time away from home and work, trial judges are required to absorb their own expenses for travel and meals. It is estimated that the personal costs incurred to trial judge a regional championship is at least $1,000 plus a week of vacation. This may be prohibitive to recruiting the levels of officials needed to support the system. In addition, in order to make the IJS effective it is essential that we recruit former competitive skaters and accelerate their promotion to make it more attractive to go through the trial judging process. This strategic initiative will need to be supported by the Judges Committee and supporting goals may include: Streamlining the number of judging levels to reduce the barriers to starting and continuing the trial judging process Develop trial judging programs to further leverage non-qualifying competitions Develop education programs for junior and senior competitors to consider judging as an opportunity to stay active in the sport 15 August 31, 2006
b. Build the next generation of leaders, coaches and officials It is critical that there be a means to track and recruit potential volunteers for non-judging leadership positions at all levels in the organization. It is important that U.S. Figure Skating have access to a pool of talented volunteers for leadership roles. Over the past few years, a resume database was developed to help identify resources with specific skills that could be considered for both leadership and non-leadership positions and programs such as this need to be continued and integrated into the nomination and selection process for leadership positions. In conjunction with this process, the minimum requirements for consideration for key positions, such as Coordinators and Committee Chairs need to be defined. This could include minimum experience levels, attainment of specific judging levels (where appropriate), operational or financial experience and prior experience at the club or professional levels. As stated in the first initiative, quality coaching is critical to the success of athlete development. In addition to developing the next generation of leaders and officials, U.S. Figure Skating and the PSA will need to work together to recruit and train new coaches to support the growth and success of the sport. b 1. Review the roles and responsibilities of the board positions and the sequencing of turnover One of the challenges with the existing process to nominate and elect new officers, coordinators and committee chairs is that many of these leadership position changes occur in the same year. The committee will review the current renomination process and determine if there are opportunities to sequence Coordinator and Committee Chair changes to minimize the impact on the Association. In addition to the timing of changes, there is often minimal overlap between incoming and outgoing chairs and coordinators due to the fact that there is no formal succession plan in place. Development of a succession process for adoption will be developed by the Strategic Planning committee. With the streamlining of the Board, the roles and responsibilities of each of the positions on the board have been impacted. In particular, the responsibilities of the vice-presidents in relation to the coordinators has not been well-defined and needs to be reviewed and clarified. For example, the vice-president role may be defined primarily as responsible for strategic and financial prioritization and international activities while the coordinator role would be responsible for execution of the strategic plan and management of committee activities. The clarification of responsibilities will be integrated with the strategic business and financial planning process. 16 August 31, 2006
APPENDIX Mission The mission of U.S. Figure Skating is as follows: As the national governing body, the mission of the United States Figure Skating Association is to provide programs to encourage participation and achievement in the sport of figure skating on ice, and particularly: A. To serve as the national governing body in the sport of figure skating on ice as recognized by the United States Olympic Committee (USOC), and to serve as the United States member of the International Skating Union (ISU); B. To take all steps necessary to regulate and govern figure skating on ice throughout the United States, including the raising of funds to support activities of the USFSA by dues, the sale of publications, the conduct of competitions, carnival assessments, sanction fees and any other lawful means, provided that none of the income of the USFSA inures to the private profit of any of its members; C. To define and maintain uniform standards of skating proficiency; D. To prescribe rules for the holding of tests, competitions, exhibitions, carnivals and all other figure skating activities, and the eligibility therefore, and to qualify and appoint judges, referees and other officials for all tests, competitions and other figure skating events; E. To encourage and give guidance and assistance in the organization of local ice skating clubs, and the attaining of full participation in figure skating by individuals, groups, clubs, schools, colleges and universities throughout the United States; F. To organize and sponsor competitions and exhibitions for the purpose of stimulating interest in figure skating on the part of all persons, and to assist financially or otherwise, in accordance with the rules of the USFSA, the participants traveling to and from and attending such competitions and exhibitions, who would otherwise be unable to participate therein; G. To encourage those persons who have demonstrated an ongoing interest in figure skating to continue their participation in figure skating, and where possible, to obtain a college or university education; H. To provide an equal opportunity to eligible athletes, coaches, trainers, managers, administrators and officials to participate in eligible athlete competition without discrimination on the basis of race, color, religion, age, gender or national origin, and with fair notice and an opportunity for a hearing to any eligible athlete, coach, trainer, manager, administrator or official before declaring such individual ineligible to participate; I. To select members of the Board of Directors, members of the Executive Committee and athlete representatives without discrimination on the basis of race, color, religion, gender or national origin; J. To submit to binding arbitration conducted in accordance with the commercial arbitration rules of the American Arbitration Association in any controversy involving its recognition as a national governing body, as provided for in Section 205 and successor sections of the Ted Stevens Olympic and Amateur Sports Act (36 USC 220501 et. seq.), or involving the opportunity of any athlete coach, trainer, manager, administrator or official to participate in athletic competition, as provided for in the bylaws of the USOC; K. To support, by contributions from the USFSA and its Memorial Fund, other charitable and educational organizations which are themselves exempt from taxation under Section 501(c)(3) of the Internal Revenue Code of 1986, as from time to time amended; and 17 August 31, 2006
L. To ensure that the foregoing objects are within the meaning of Section 501(c)(3) of the Internal Revenue Code of 1986, as from time to time amended, and that the activities of the USFSA, both direct and indirect, are exclusively in furtherance of these objects. Values We believe that: All of us athletes, coaches, parents, officials, rink managers, volunteers, US Figure Skating leaders, and staff must work together if we are to achieve our mission and vision Every person who resides in the United States who would like to learn to figure skate or to participate in skating should be able to and should be encouraged to do so regardless of gender, age, race, color, religion, or national origin A complete array of programs should be available to those who choose to skate for recreation, fun and health Competitive skaters should have the resources available to them to enable satisfying and successful competitive careers Member clubs should be provided the information and supportive services they need to successfully manage and conduct their recreational and competitive skating programs Figure skating coaches should have the opportunity to learn state of the art coaching practices and to be certified as skating instructors Figure skating officials should be fair, impartial, well trained, prepared, and accountable Every rink or ice arena in the United States should offer figure skating programs and be linked to U.S. Figure Skating through a member club Close collaboration with those organizations, associations and entities whose goals and activities complement ours is needed to promote and grow our sport U.S. Figure Skating should be a leading participant in the sport of figure skating and its governance throughout the world 18 August 31, 2006