tennis canterbury plan

THE STRATEGIC PLAN OF

TENNIS CANTERBURY REGION INCORPORATED2012 - 2014

Our Mission:To be New Zealand’s leading tennis community.

The stragetic plan of Tennis Canterbury Region Inc.


TENNIS CANTERBURYStrategic Plan Summary 2012

OUR MISSION To be New Zealand’s Leading tennis community

OUR VISION Tennis - the lifetime

sport for all.

ON COURT Game Development

ON COURT Competitiveness

BRAND STATEMENT Tennis - it’s a hit!

VALU

ES

Integrity A

ccountability

VALU

ES

Excellence

VALU

ES

Collaboration

VALU

ES

Innovation

OFF COURT Investment

OFF COURT Organisational Excellence

OFF COURT Earthquake Recovery

Our Vision is that tennis can be played for a lifetime, by all New Zealanders.

By succeeding in our Mission to be the very best, we will also go a long way towards achieving that Vision: irrespective of age and ability, people will choose tennis as their sport for life. Our Values define us – the standards by which we do business, and the quality with which we engage with our tennis community. Like the tramlines on a tennis court, these Values encompass all that we do. Our On Court Key Strategic Priorities are simple: we will grow our sport in our Region by providing the very best and most enjoyable opportunities to participate in our game, and we will always aim to be competitive on the court. Off Court, we will strive for excellence in all that we do: Financially, Organisationally, and to recover from the effects of the Earthquake. If we can do all of this, we will have achieved our Mission to be New Zealand’s leading tennis community, and lived up to our Brand Statement…tennis, in our Region, will truly be “a hit” for those who choose our game!

VISION

MISSION

BRAND STATEMENT

BIG 5 STRATEGIC PRIORITIES

The stragetic plan of Tennis Canterbury Region Inc. 02

» Tennis – the lifetime sport for all

» To be New Zealand’s leading tennis community

» Tennis – it’s a hit!

» ON COURTGame Development – to promote and grow the sport Competitiveness – to excel on the court » OFF COURT Investment – to provide a legacy for the tennis community Organisational Excellence – to collaborate & achieve the Strategic Plan Earthquake Recovery – to develop a world-class tennis facility

VALUES

03 The stragetic plan of Tennis Canterbury Region Inc.

» INTEGRITYWe will strongly adhere to a code of moral and ethical behaviour. » ACCOUNTABILITY We will act in the best interest of our tennis community and accept responsibility for our actions.

» EXCELLENCEWe will strive to deliver excellence in all that we do. » COLLABORATION We will engage our community and work together to achieve the greater good for our sport.

» INNOVATION We will lead by example, explore opportunities and embrace change for the good of our sport.

GAME DEVELOPMENTTo promote and grow the game, attract more players and participants through advancing partnerships, enhancing delivery programmes and providing enjoyable and innovative opportunities to experience tennis.

Key Initiatives» Establish innovative advisory groups • Communication & Marketing Advisory Group • Game & Player Development Advisory Group • Competitions Advisory Group » Promote secondary schools programme • Player acquisition • Link to sports leadership

» Enhance existing primary schools programme • Introduce school bag concept • Establish KSI’s for coaches/school • Club education programme/conversion rates

» Promote a rules awareness programme

» Re-introduce Business House competition » Promote Easi Tennis – develop adult learner package » Promote tennis in media and events

Key Success Indicators» 25,000 total participants numbers by 2014 • year one 27,000 • year two 30,000 • year three 33,000 » 24,000 partake in schools programme by 2014 • 1250 children join a form of club membership » 500 partake in Easi Tennis by 2014 • 135 participants year on year » 50% of schools partake in secondary schools programme by 2014 » 18 club coaches TNZ Registered

» Increase media attention - 1 article per fortnight » Each Advisory Group to have a comprehensive action plan in place


Key Initiatives» Establish an innovative Game Player Development Advisory Group » Expand number of Canterbury representative teams

» Create formal talent identification programme 8yrs – 10yrs

» Enhance elite player development programme 12yrs – 16yrs

» Fitness test all elite players

» Establish, track and evaluate High Performance Budget

» Implement Coach the Coach programme • 1 Community Coach course per year • 1 Assistant Junior Coach course per year

» Encourage and facilitate attendance at • 1 Junior Development Coach course • 1 Club Professional Coach course • 1 High Performance Coach course » Appoint a Tennis Canterbury Region Head Coach » Re-establish squads » Foster quality collaboration between Canterbury & Club coaches

» Establish appropriate high performance coaching facilities

Key Success Indicators» Internationally competitive players each year • Australian Open Junior – 16yrs Girls & 18yrs Boys » National single titles 12ys – 16yrs each year • Win greater than natural share (40-50%) of titles

» Team event of year: • Winner or runner up 2012 • Winner 2013 • Winner 2014 » Host an ITF junior tournament annually » Host two national events 2013 and annually thereafter.

COMPETITIVENESSTo excel in the game through delivery of top quality player development and coaching programmes, competitions and tournaments.


INVESTMENTTo secure a strong and sustainable future for tennis, by engaging the tennis community to re-invest and support the sport and in return provide tangible benefits back to stakeholders.

Key Initiatives» Maintain comprehensive financial management controls » Grow existing revenues from sponsorships and grants

» Identify new revenue opportunities • sponsorships • grants • events • coaching

» Transparent affiliation fee model

» Establish a formal value proposition for clubs » Establish a formal value proposition for membership » Establish a formal value proposition for sponsors

» Invest in web site development

» Improve / increase communication with stakeholders » Provide guidance to members regarding finance / funding /grant applications » Engage with the wider tennis community » Generate positive cashflow from participants

Key Success Indicators» 5% growth in sponsorship revenue year on year » 5% growth in reliable revenue sources year on year » 5% growth in tournament and special events revenue year on year » Additional quality sponsorship by 2014 » Annual budgets achieved or exceeded

» Different membership models available » World class website • increase page hits per month, year on year


ORGANISATIONAL EXCELLENCETo align and collaborate with clubs and partners to effectively deliver all elements of the TCRI strategic plan and exceed the expectations of the wider tennis community.

Key Initiatives» Provide regular and relevant communication to tennis community » Establish a culture of teamwork/community around TCRI values

» Promote the Strategic Plan and engage relevant stakeholders

» Effectively execute the Strategic Plan

» Formally review Strategic Plan on a half yearly basis » Create a Concurrent 90 Day Plan » Review TCRI operational resource

» Commence Future Tennis Delivery project

» Enhance collaboration between clubs » Enhance collaboration between clubs and sub-association » Introduce new communicator role in each club

» Enhance formal web based feedback process • encourage online feedback » Provide discussion forums for the betterment of tennis

» Collaborate with sponsors to better leverage relationships

Key Success Indicators» Vision, mission and values widely adopted by 2012 » Strategic Plan concurrent 90 day goals achieved » Increased club engagement – six monthly survey results » Positive membership feedback – six monthly survey results » Positive sponsor feedback – six monthly survey results

» Each club has a strategic plan document by 2014

» Every Member club and sub association to be incorporated by 2014

» Club collaboration underway by 2012 » Canterbury players join TNZ national database • 70% by 2012 • 80% by 2013 • 90% by 2014

» Future tennis Delivery completed by 2013

» Measure and track Key Success Indicators in dashboard format



Key Initiatives» Engage fully with Members and key stakeholders » Engage fully with Wilding Park Foundation Incorporated

» Engage in the viability assessment of Z Energy Wilding Park Tennis Centre facility with the Wilding Park Foundation Incorporated

» Provide the design requirements for a Future Tennis Centre

» Assist and guide Members on earthquake recovery initiative » Explore possible sport hub opportunities to include other codes » Consider feasibility for a multi-use event centre

» Engage with media

Key Success Indicators» Consensus obtained » Positive feedback from stakeholders » Consultation with other codes completed » World class regional tennis facility completed on time within planned time frames. » Restoration of the majority of clubs to full playing facilities

» Temp repaired indoor centre by 3/2013

» Outdoor future tennis centre decision by 4/2013

» Reinstatement or new indoor facility decision by 4/2013

EARTHQUAKE RECOVERYTo develop a world- class regional tennis facility that serves the local, national and international tennis communities.

‘Tennis is mostly mental. Of course, you must have a lot of physical skill, but you can’t play tennis well and not be a good thinker. You win or lose the match before you even go out there.’

Venus Williams


The stragetic plan of Tennis Canterbury Region Inc. 2012 - 2014

Tennis Canterbury Z Energy Wilding Park Tennis Center,Woodham Rd, Christchurch. P.O.Box 26 069 Christchurch

Phone: (03) 389 6484Fax: (03) 389 5205 Email: [email protected] www.tenniscanterbury.co.nz

tennis canterbury plan

Documents

tennis court

lifetime sport

court key strategic

sport competitiveness

game developmentto

new zealanders

innovative opportunities

enjoyable opportunities