Leveraging a $100 Million…

The U.S. Soccer Federation (USSF) sees several potential advantages to hosting a FIFA World Cup. The tournament is expected to generate significant attention for soccer in the U.S., boosting interest not only for the U.S. men’s national team, but also extending to clubs and youth teams nationwide, with the hope that more children will be inspired to get involved in the sport.

Additionally, the USSF anticipates a more immediate financial benefit, forecasting a $100 million payout from FIFA.

Sources have informed ESPN that under the hosting agreement for the 2026 World Cup, the federations of Canada, Mexico, and the U.S. will each receive 1% of the tournament’s gross revenues. Given that overall revenues are projected to hit $13 billion, and with the U.S. hosting 75% of the matches, the USSF’s expected take is $100 million.

However, this substantial financial influx does raise several questions. For instance, how does this revenue compare with the financial outcome from the last time the USSF hosted the World Cup in 1994? More critically, what are the USSF’s plans for utilizing this newfound wealth?

‘It’s not make-or-break anymore’

It’s important to note that the landscape in 1994 was vastly different. Skepticism about the USSF’s ability to host a successful tournament was widespread, including within the organization itself. Due to concerns about financial risks, the USSF opted to delegate the organizing responsibilities to local committees, shielding itself from potential financial losses. Revenue was mainly drawn from ticket sales, with any surplus directed towards a foundation established after the tournament.

“I guess I was a cockeyed optimist,” recalled then-USSF president Alan Rothenberg. “The federation thought [the World Cup] was going to be a loser, which is why they established the separate entity and agreed to allocate surplus funds to the foundation; they didn’t expect any surplus.”

Despite initial reservations, the 1994 World Cup exceeded all expectations, achieving records for attendance that remain unparalleled in FIFA tournament history, although those may be surpassed in the 2026 tournament due to the expansion to 48 teams. The previous records were set during a 24-team tournament, and even the shift to 32 teams in 1998 did not break them.

Former USSF president Sunil Gulati noted that the 1994 tournament generated a surplus of around $51 million; $5 million of that was borrowed by MLS to initiate operations. Including interest, the total amount transferred to the U.S. Soccer Foundation reached about $60 million.

While it may seem that the USSF stands to gain more from the 2026 World Cup, adjusting for inflation, $60 million from 1994 would equal approximately $131 million today. It’s also essential to note that the organizational structure of the upcoming World Cup differs significantly.

FIFA has adopted what Gulati describes as “the UEFA model” for the 2026 tournament, centralizing operations within FIFA itself, rather than utilizing a local organizing committee. This change allows FIFA to retain a larger share of tournament revenues, which could create financial challenges for host cities, and diverts funds that would otherwise be reinvested in the U.S. This structure mirrors what occurred during previous U.S.-hosted editions of the Copa America, where centralization occurred after a local organizing committee was utilized in 2016.

Although the $100 million projection is still a notable sum, Gulati emphasized, “It’s not make-or-break money anymore for the USSF. What is crucial is the ability to elevate the sport.”

‘The most played sport in the country’

USSF CEO JT Batson aims to elevate soccer’s status to that of the “most played sport in the country.”

According to the National Sporting Goods Association, soccer currently has 15.8 million active participants, trailing basketball (23.9 million) and golf (21.6 million). To realize this ambition, the USSF has established a foundation named Soccer Forward, which strives to make the game more accessible using funds garnered through the 2026 World Cup. The pay-to-play model has historically been a barrier in U.S. soccer, often sidelining children from disadvantaged backgrounds.

Batson is determined to effect change.

“The exciting aspect of the $100 million is that we can use it for strategic investments aimed at participation and initiatives designed to grow the game,” Batson stated. “These investments are crucial since they do not always have clear business models. Thus, utilizing philanthropic funds, coupled with legacy funds from the World Cup, enables us to accelerate our initiatives.”

“Ultimately, our aim is to establish a significant endowment specifically focused on participation, accessibility, and growth of the game. This $100 million will ideally kickstart that effort.”

Batson’s plans represent a massive challenge. With a population exceeding 340 million distributed across four time zones, uniting various stakeholders is a daunting task, further compounded by the fierce competition from other sports. Consequently, the USSF’s initiative has faced skepticism regarding its feasibility and the definition of success for a national federation.

“The growth of soccer is very much an open door,” stated Stefan Szymanski, author of “Soccernomics” and a sport management professor at the University of Michigan. “Soccer’s popularity is increasing. Many parents are less inclined for their children to play [American] football, preferring soccer instead. It’s strategic for the federation to claim that they are promoting soccer since it’s destined to grow.”

However, Szymanski emphasized the need for realism regarding these efforts: “To establish equal opportunities across the board would require thousands of playing fields nationwide, and the funding from U.S. Soccer is merely a small contribution relative to the overall need.”

Batson recognizes that the USSF’s influence will be limited in terms of both programming and financing. Achieving his vision will necessitate investment far exceeding the expected $100 million from the World Cup and the $50 million raised for the fiscal year ending March 31, 2025. Therefore, he is working to build a coalition of stakeholders—including professional leagues, youth clubs, schools, and local governments—to engage families, attract children to soccer and retain them in the sport. Much of this falls under the USSF’s “Soccer Everywhere For Everyone” initiative, alongside its Pathway Strategy from recreational to competitive, to pre-professional, and professional levels.

“Soccer is already widely played across the nation. This indicates that making the sport more accessible, affordable, and enjoyable will ultimately require hundreds of millions of dollars annually flowing back into the ecosystem,” explained Batson. “While U.S. Soccer can contribute to this effort, we also need local governments, school districts, businesses, and community organizations to get involved.”

“The core of the Soccer Forward strategy is about collaboration—bringing all stakeholders together to make soccer more affordable, accessible, and ultimately more enjoyable, thus enabling millions of new players to get involved.”

An unlikely inspiration for coalition building

Batson noted that the USSF has examined anti-smoking and anti-drunk driving campaigns to identify ways its initiatives can effectively impact every level of the soccer community. They investigated what national and local organizations did to drive behavioral change—in this case, increased interest in soccer—on a large scale.

“We conducted extensive research before developing the Soccer Forward approach because we recognized that scaling soccer to an accessible price point requires collaboration from all parties involved,” he said. “So far, the response has been encouraging, with significant early momentum, but this initiative is on a grand scale, which adds to the excitement.”

The connection to anti-drunk driving campaigns may seem tenuous at first, but Stacey D. Stewart, CEO of Mothers Against Drunk Driving (MADD), recognizes similarities. She points out that having consistent and repeated messaging is essential to raising awareness and support. Finding a collective mission is crucial, and patience is necessary. MADD has been active for 45 years and continues to thrive.

For Stewart, the key element is storytelling. MADD’s origins trace back to 1980, when Candace Lightner’s daughter, Cari, was killed by a drunk driver. This tragic narrative resonated nationwide. Although Batson’s focus differs, his aim is to illustrate how soccer can serve as “a force for good.”

“Storytelling is extremely valuable because it powerfully engages audiences through social media,” emphasized Stewart. “It’s the individual stories that ignite interest, prompting people to connect with others and sparking a collective movement.”

A current initiative that the USSF can highlight is its Soccer at Schools program, which provides resources for advocates to establish soccer programs within schools, addressing funding challenges, connecting with educational institutions, assessing facilities, and engaging participants.

The Rosati Leadership Academy in Lewiston, Maine, instituted an indoor soccer program at Connors Elementary School, which provides crucial support to an economically disadvantaged community. Beyond soccer, the program focuses on social and emotional development for the 200 participating students each year, with improvements noted in student behavior and academic performance.

Though it may seem small in scale, this program exemplifies the type of initiatives the USSF wishes to expand upon as it works to involve more children in soccer. A USSF representative indicated that additional school programs would be announced in the spring, with implementation scheduled for the fall.

Facilities also play a crucial role. Colder regions will necessitate indoor fields, while urban settings may require hard-top mini-pitches due to limited green space. Additionally, the demand for full-sized fields remains high. Batson mentioned that the USSF equips soccer proponents with data and information to persuade local political leaders of the value of investing in sports fields.

However, these initiatives demand considerable effort.

Beverly Smith, Vice President for Sports and Youth Development with Local Initiatives Support Corporation (LISC), is committed to creating sports fields in underserved areas. Currently collaborating with the Arthur M. Blank Foundation, Smith aims to build 100 mini-pitches across Georgia. (Note: Smith has also partnered with ESPN to establish a mini-pitch at East Point Station in Atlanta.)

She emphasizes that a successful project isn’t solely about construction; a maintenance plan is essential for long-term success. Additionally, coalition-building at the community level is vital. The USSF has reportedly partnered with local entities to oversee maintenance, but Smith insists that the Federation must stay engaged with these projects.

“For the U.S. Soccer Federation, creating a coalition around this endeavor demands that you remain attuned to community needs and coordination,” remarked Smith.

The extent of the USSF’s involvement in these initiatives is yet to be determined. A USSF spokesperson indicated that there is dedicated staff within Soccer Forward focusing on these community efforts as well as coalition-building success. The level of engagement required appears substantial, although existing infrastructure through youth clubs and state associations could facilitate this process.

Will the USSF adopt a proactive or reactive role? Batson’s ambitious vision appears to necessitate the former approach. Whether this execution aligns with the vision remains to be seen. Nonetheless, the aim is for the USSF to maximize the impact of the $100 million slated for the upcoming World Cup.