Over the past several years, the organization has faced significant challenges, including declining participation, team attrition, volunteer burnout, and an overreliance on a limited number of revenue sources. At the same time, the passion and resilience of the quadball community have demonstrated that the sport remains worth investing in and worth building for the future.

This strategic plan establishes a clear path forward.

The vision guiding this plan is simple: US Quadball is a league built for a lifetime.

From accessible youth programs in communities across the country, to thriving college teams, sustainable club competition, and meaningful alumni engagement, every participant should have a pathway to remain connected to quadball at every stage of life.

The purpose of this plan is not to pursue rapid expansion or unrealistic growth targets. Instead, it focuses on building a sustainable, resilient, and durable organization capable of supporting the sport for decades to come.

Over the next 10 years, USQ will prioritize:

• Sustainable participation growth over rapid expansion

• Retention alongside recruitment

• Regional density over isolated teams

• Systems over reactive crisis management

• Revenue diversification over dues dependency

• Accessibility and inclusion alongside competitiveness

• Long-term durability over short-term gains

The first three years of the plan focus on stabilization. During this phase, USQ will rebuild participation pipelines, strengthen college and club retention, launch youth programming, diversify revenue streams, and establish operational systems that reduce dependence on a small number of volunteers. Success will be measured by reversing participation decline, improving team survival, and restoring organizational stability.

Years four and five shift the organization from recovery to consistency. Regional ecosystems will mature. Playing opportunities will expand. Youth programs will become repeatable and scalable. Standardized systems will improve event quality, officiating, marketing, and participant experiences. By this stage, USQ will operate as a stable national organization with growing credibility and stronger regional infrastructure.

The final five years focus on sustainability and long-term durability. Regional ecosystems will become increasingly self-sufficient. Youth-to-college and college-to-club pathways will be fully integrated. Participation opportunities will exist across competitive, recreational, youth, and alumni spaces. The goal is to ensure that quadball remains accessible and sustainable regardless of changes in leadership, staffing, or market conditions.

By 2036, USQ aims to:

• Grow total membership from approximately 1,050 players to more than 2,000 players

• Expand from 58 active teams to more than 116 active teams

• Increase the college-to-club transition rate from approximately 17% to 35%

• Achieve 90% year-over-year team survival

• Maintain 90% volunteer retention

• More than double annual organizational revenue

• Build a diversified financial model supported by events, youth programming, sponsorships, merchandise, donations, and partnerships

• Expand staffing and infrastructure responsibly to support long-term organizational capacity and institutional knowledge

Ultimately, this strategic plan is not about becoming a major professional sports league. It is about building a healthy, sustainable national governing body for a unique sport and community. Success will not be measured solely by the number of players or teams, but by the strength of the systems that support them.

A decade from now, USQ should be recognized as a stable, credible, and resilient organization—one that provides opportunities to compete, lead, volunteer, officiate, coach, and remain connected to the sport throughout a lifetime.

The work outlined in this plan is ambitious, but achievable. More importantly, it provides a roadmap for transforming USQ from an organization focused on recovery into one focused on long-term sustainability, growth, and impact.