EXHIBIT 4

American Contract Bridge League

Planning Sessions

November 13 & 14, 2004

Draft Results

ISSUES AND OPPORTUNITIES CONCLUSIONS

1. Bridge is changing through technology.

a. What opportunities are afforded?

b. What challenges arise?

c. What tournament functions does on-line bridge present?

2. Our customer base is aging.

a. What are the implications for ACBL’s long-term health?

b. What are the implications for attracting younger customers?

3. The optimal number of members is unclear.

a. Membership numbers have stabilized.

b. Retention is rising.

4. Is ACBL trying to do too many things? Not enough?

5. Spending and the division of resources need to be prioritized.

a. What percentage is spent on service to the members?

b. What percentage is spent on promotion of the game?

6. Is the Board structure in need of change?

a. Define the Board’s role.

b. Define the Board’s functions.

c. Define moving from reactive to proactive.

This list came from the small-group brainstorming session.

The League as Sales Manager needs to:

1. Attract the social player by changing the image of the game that needs to be thought of as popular, fun and accessible.

2. Seek celebrity involvement in the game and gain endorsements from them.

3. Consider money-prize (through sponsorship) tournaments a la European events.

4. Consider a national rubber-bridge amateur championship.

The League as Business Manager needs to:

1. Commit to long-range strategy.

2. Define primary targets for membership and sponsorship.

3. Look at staffing needs (replenishment).

4. Strengthen its relationships with clubs, units and districts.

5. Accept that bridge is (probably) not a spectator sport.

6. Involve itself in alliances with trade (AARP, etc.) and service associations.

WHAT BUSINESS IS ACBL IN? WHY DOES IT EXIST?

The mission of the ACBL is to promote and sustain the game of bridge.

To this end, the ACBL will:

· Serve the bridge-related interests of its membership.

· Act as the authoritative body for bridge in North America.

· Ensure the development of future bridge players.

· Enhance the awareness of all forms of bridge.

ACBL GUIDING PRINCIPLES

The ACBL will promote bridge as:

1. A social activity

2. Available to all people

3. Mentally challenging

4. Rewarding on many levels

5. FUN!

· ACBL will manage a rating system for measuring achievement.

· ACBL will encourage, enforce and model ethical behavior.

· ACBL will promulgate and enforce zero tolerance policies.

· ACBL will expect accountability from governing bodies, management, staff, and members.

· ACBL will run tournaments that will be held to the highest standards.

· ACBL will address itself to the diverse skill levels of its members.

· ACBL will engage in educational activities designed to enhance the diverse skill levels of its members.

· ACBL will be managed and operated in a fiscally responsible manner.

SUCCESS? Targets and measures.

1. Membership growth

New

Retention

2. Number of players

Overall

Youth

Internet

3. Number of sanctioned tables

Clubs

Sectionals

Regionals

NABCs

4. Revenue generated

KEY FUNCTIONS (MEASURABLE OBJECTIVES)

1. Sanction tournaments

2. Provide member services; promote merchandising

3. Create market branding; provide opportunities through advertising, public relations, promotions, and T.V.

4. Develop leadership models

a. Motivate and retain volunteers

b. Construct /continue strategic alliances with other bridge organizations

5. Engage in the on-going education of teachers and directors

6. Assess and develop an on-going process for long-range planning

7. Guide Board development

8. Assess Management operations and Administration; engage in Research and development projects

STRATEGY IDEAS FOR EACH FUNCTION

1. SANCTION TOURNAMENTS

a. ACBL will provide leadership in the running of all sanctioned events.

b. ACBL will provide a reporting system and support for all club games.

c. ACBL will act as a sanctioning body for Internet bridge.

2. MEMBER SERVICES

a. ACBL will strive to improve customer service.

b. ACBL will analyze and review its ranking system.

c. ACBL will maintain an interactive presence on the Internet for its members which does not include playing the game.

3. MARKETING

a. ACBL will engage in activities to improve its image, attract sponsorship, establish a presence at trade shows and conventions, and extend its place on television.

b. ACBL will identify potential members (youth, baby boomers, country club players).

c. ACBL will offer assistance in the areas of teaching, service and games on the Internet.

4. LEADERSHIP

a. ACBL will continue to further develop communication with clubs, units and districts.

b. ACBL will engage in activities that will bring its name to the media and Internet.

c. ACBL will interact with other bridge organizations (BBF, CBF, MBF, USBF, ABA,WBF).

5. EDUCATION

a. ACBL will develop and disseminate materials for both director and teacher education.

b. ACBL will maintain youth and school-bridge programs.

c. ACBL will contribute to on-line education.

6. OPERATIONS

a. ACBL will establish a clear division of responsibility between staff and board.

b. ACBL will develop a plan for staff succession and training.

c. ACBL staff and board will be diligent in maintaining a respectful, constructive working relation between the two bodies.

7. LONG-RANGE PLANNING

a. ACBL will continue methods of staff development and be mindful of the need to look at inevitable succession.

b. ACBL will commit to long-range planning goals and an ongoing evaluation of those goals.

c. ACBL will have a continuing evaluation of the master point system. In so doing, management will consider augmenting the current rating system.

d. ACBL will consider modifications in the rules as applied to clubs.

e. ACBL will maintain its diligence toward financial viability.

8. BOARD DEVELOPMENT

a. The ACBL Board of Directors will focus on policy.

b. The ACBL Board of Directors will evaluate various structures for both Board and committee meetings.

c. The ACBL Board will consider re-districting and/or restructuring at regular intervals.

NEXT STEPS

· Session draft to session participants by January 15, 2005.

· Staff will complete strategy table for each function objective before the March Board meeting.

· One-half day of the March Board meeting will be devoted to a review of the completed plan.