Usta South Carolina Strategic Plan

USTA

South Carolina

Strategic Plan

December 11, 2008

Revised September 18, 2011

USTA SOUTH CAROLINA STRATEGIC PLAN

TABLE OF CONTENTS

I. Introduction…………………………………………………………………..…………3

II. Mission…………………………………………………………………………………..3

III. Core Values……………………………………………………………………………..3

IV. Strategic Priorities…………………………………………………………………….4

V. USTA South Carolina Action Plan………………………………………………….7

INTRODUCTION

The USTA South Carolina Strategic Plan provides a framework for accomplishing the Association’s goals and objectives. It articulates the organization’s mission, core values, and strategic priorities. The Strategic Plan is reviewed annually and revised when necessary by the Strategic Planning and Evaluation Committee in collaboration with the Association’s other Committees.

The Strategic Plan’s companion document is the USTA South Carolina Action Plan, which is updated annually and lists specific tasks and target dates for the committees for the coming year. Both the Strategic Plan and the Action Plan are approved by the Board of Directors, and together they determine the Association’s direction and guide its efforts.

II

MISSION

The mission of the USTA South Carolina is to promote and develop the growth of tennis in South Carolina.

III

CORE VALUES

The USTA South Carolina is committed to the promotion, growth and development of tennis as an enjoyable lifetime sport that contributes to good health, character and responsible citizenship.

USTA South Carolina welcomes all people who play, watch, support, or enjoy the game of tennis into our events, programs, membership, and leadership and will not discriminate against any person on the basis of age, sex, race, ethnicity, creed, sexual orientation, color, physical condition, or national origin. Moreover, we believe that the growth of tennis hinges on effective outreach to groups that have not traditionally been heavily involved in the sport and we will actively solicit and support the participation of such groups.

As a volunteer-based association with authority residing in a Board of Directors, we must maintain a governance and delivery structure that fosters effective participation by, and input from our membership.

Our mission can best be achieved through the efforts of volunteers and staff who are committed to excellence and working as a team. We will recruit, train, motivate and reward a dedicated body of volunteers and staff to meet this need.

We are aware that grassroots development, programming and education are essential to the growth of tennis and will provide guidance, training, and resources to local member organizations that are working to grow the game.

We recognize that all committees, program and event leaders, and staff must be committed to the mission of growing tennis in our state.

We embrace the concept that the growth of tennis is best achieved, not in isolation, but through alliances with other organizations, both inside and outside of tennis.

We are committed to fiscal responsibility and recognize that a strong financial position is indispensable to the pursuit of our mission. We will employ sound business practices in our financial management and encourage the same high level of professionalism in local tennis organizations.

We understand that our success depends to a great extent on our reputation and that our reputation, in turn, depends on the personal and professional behavior of our volunteers and staff. We will, therefore, insist that USTA South Carolina volunteers and staff adhere to a strict ethical code, and we will take prompt and appropriate action to deal with transgressions.

IV

STRATEGIC PRIORITIES

Community Tennis

·  Develop new Community Tennis Associations (CTAs) and improve the effectiveness of existing CTAs

·  Grow tennis participation by focusing on Tennis on Campus and other non-varsity collegiate tennis programs, Jr. Team Tennis, and outreach to underserved areas

·  Fully incorporate the use of 10 and Under Tennis for players ten and under in teaching, junior tournaments, and community activities.

·  Encourage community tennis organizations to develop sound business practices and diversified funding

·  Provide educational materials, technical resources and other tennis information to tennis organizations

Diversity and Inclusion

·  Make diversity and inclusion an embedded part of the organization and its programs

·  Foster diversity and inclusion in member organizations

Membership and Program Participation

·  Emphasize both participation in tennis and USTA membership

·  Increase participation in tennis by promoting, developing and servicing the growth of local tennis programs

·  Increase participation in adult leagues, tournaments and other recreational and competitive adult programs

·  Increase participation in junior tennis programs and tournaments; take advantage of initiatives like 10 and Under Tennis to encourage kids to enjoy tennis and stay in the game

·  Leverage the increased emphasis in diversity and inclusion to increase membership among groups not traditionally involved in tennis

·  Provide the membership with an effective and timely outlet for airing and resolving complaints and grievances

·  Continuously upgrade member services

·  Utilize strong relationships with the USTA, USTA Southern, and other tennis organizations to obtain additional resources to support the growth of tennis; take full advantage of USTA and USTA Southern marketing and funding support for current growth initiatives

Player Development

·  Assist all adult and junior players to reach their highest possible levels of competitive tennis

·  Develop, implement, and promote recreational and competitive tennis programs and events, making them accessible to players at all levels

·  Fully incorporate the use of 10 and Under Tennis in teaching and tournaments for players ten and under.

Communications and Marketing

·  Communicate information to the public regarding USTA, USTA Southern, and USTA South Carolina events, activities and programs

·  Use emerging electronic technology to enhance operations, information flow, and marketing

·  Leverage the popularity of professional tennis to promote the growth of grassroots tennis

Fiscal Strength

·  Increase the impact of available resources through sound financial management

·  Manage the cash reserve fund investment portfolio to deliver the maximum investment return commensurate with a low to moderate level of risk

·  Develop new revenue sources, including grants and corporate sponsorships, to fund the Association’s efforts to grow the game

·  Enhance revenue through the sale of advertising in USTA South Carolina print and electronic publications

· 

·  Enhance our ability to forecast and plan for our growth as an organization to include the overall financial, staffing and physical plant needs for the future.

Organizational Excellence

·  Continuously improve USTA South Carolina business practices through staff and volunteer training

·  Develop the USTA South Carolina’s human resources through effective recruitment, training, and evaluation of volunteers and staff

·  Develop written policies, procedures, and regulations to guide all important programs and activities

·  Improve the effectiveness of all activities through periodic evaluation

·  Work steadily to reduce the impact of our activities and events on the environment and encourage our member organizations and contractors to be more environmentally conscious.

Partnership

·  Promote and maintain relationships and partnerships with tennis and non-tennis organizations to foster the growth of tennis

·  Work closely with and support the United States Professional Tennis Association (USPTA) and the Professional Tennis Registry (PTR) to ensure a positive introduction to tennis for new players and to maintain programs for existing players that foster individual improvement and good health

·  Promote the success of the South Carolina Tennis Patrons Foundation

·  Support USTA Sectional, National and professional events and programs

V

USTA SOUTH CAROLINA ACTION PLAN

This Plan is directly supported by the 2013 USTA South Carolina Action Plan, which outlines the specific actions the organization and its committees will take to meet the strategic priorities listed above. Taken together, the two Plans spell out exactly what USTA South Carolina intends to accomplish during the coming year and how it plans to go about it.