USTA Strategic Directions- Bringing Them to Life in the Sections and Districts 2009 USTA Annual Meeting

Strategic Planning Committee Members Steve ChamplinJoe Grover Dave HaggertyCharlotte Johnson Leo MountjoyPam Sloan

Meeting Agenda Overview- Dave Haggerty Review Directions and Their Significance - Steve Champlin Application in the Sections- USTA SW Case- Charlotte Johnson Possible Next Steps- Joe Grover Q&A/Comments- Pam Sloan and Leo Mountjoy

Strategic Directions Overview Dave Haggerty

Strategic Directions Overview Goal: Develop concise strategic directions that are relevant over a longer time horizon (not changed every 2 years) understood and embraced by: –Volunteers –Staff –National/Sectional Level –District/State/CTA Level

Strategic Directions Overview Strategic Vision for US TENNIS Harness our tremendous resources Align priorities to achieve our MISSION Increase players and members Recruit volunteers Teamwork with Common Goals- staff and volunteers aligned

Strategic Directions Overview Ensure buy-in – Teamwork- we all own these goals and are accountable. Ensure consistency, quality and a unified vision for US TENNIS! Mission: To promote and develop the growth of TENNIS

Strategic Directions and Their Significance Steve Champlin

USTA Core Values Integrity Inclusiveness Excellence Teamwork Accountability

USTA Strategic Priorities Community Tennis Diversity Professional Tennis Player Development Fiscal Opportunities and Financial Management People Resources and Structure Accountability

Community Tennis CT business unit and all USTA CT orgs at all levels will work to increase TENNIS participation and USTA flagship programs. –Strengthen delivery system –Consistent marketing communications –Relevant programs –Strong local collaborations –Increase diversity players, volunteer, staff, providers

Diversity Insure diversity is included in every strategic direction (every employee and volunteer). –Differences in culture, ethnicity, race, religion, gender, beliefs, socio-economic, sexual orientation, physical challenges and family status. –Attract young people, creative business executives, professionals and others who may not now be full engaged –Respond to diversity gaps in USTA leadership and volunteer base –Establish and meet diversity goals in tennis program participation, and volunteer and staff recruitment and retention

Fiscal Opportunities and Financial Management Protect and expand current revenue streams and develop new ones. –Bundle, monetize and leverage USTA assets. –Identify and pursue sponsorable inventory. –Review resource allocation and programming to determine effectiveness and possible need to sunset. –Encourage/enhance fundraising of USTA T&EF and section and local tennis foundations.

People Resources/Structure Talented, fully engaged volunteer and staff corps at all levels. –Attract/retain visionary volunteers and staff. –Differentiate and respect roles of volunteers and staff. –Focused committees with clear responsibilities utilizing unique volunteer skills –Create short-term time/task-specific opportunities to increase talented volunteers who have limited time –Identify volunteer’s skill set (day job/experience) and find ways to use them to added value.

Application in The Sections- USTA Southwest Case Study Charlotte Johnson President USTA Southwest

USTA SW Case Study Evaluating Current Status Recognized that our Strategic Plan was outdated and needed a major overhaul. Effective planning is vital to the success of our organization.

USTA SW Case Study Plan to Plan/Creating a Process President and ED created a plan to develop, monitor, review, and periodically update our Strategic Plan.

USTA SW Case Study Engage Key Leaders To ensure buy-in and viability of the SP, the SWS scheduled a Strategic Planning Summit, inviting the Executive Committee, District Presidents, Committee Chairs and staff liaisons to work collectively on the development of the framework of the Plan.

USTA SW Case Study Align with USTA Strategic Plan Don’t reinvent the wheel. SWS adopted the USTA mission statement and core values.

USTA SW Case Study Recognize Special Needs SP Summit identified 10 Key Elements of the Vision and 7 Strategic Priorities which addressed both the USTA priorities as well as specific section needs. SP Summit developed Goals & Objectives to support the Strategic Priorities.

USTA SW Case Study Giving the Plan Life Committee Chairs and Staff liaisons broke into groups charged with creating meaningful Action Plans to support the Goals & Objectives of each Strategic Priority. Action Plans included Action Items, Measurable Matrixes, Who and Target Dates. The Summit reconvened to review & approve the Action Plans.

USTA SW Case Study Board Approval The SWS Strategic Plan was presented to the SWS Board of Directors for final approval. Keeping the Plan Alive Committees/Staff Liaisons charged with implementing plan, reviewing regularly and recommending revisions as needed.

USTA SW Case Study Teamwork Keeping the Plan alive, relevant and at the forefront with the staff, board, and volunteers is vital to its success.

Possible Next Steps Joe Grover

Possible Next Steps USTA SW- one of countless ways. Global vision- local touch - each section may have a different emphasis. Take what applies from the directions and makes sense for your section/district. Insure Teamwork of staff and volunteers for buy into the Strategic Directions. Focus narrow and deep. Keep it simple and concise.

Possible Next Steps Strategic Plan is but a concept until reduced to practice through operating plans. Translate ideas into ACTIONS. Focus on results oriented ACTIONS. Decide what you will accomplish over the next 3/6/9 months and how the ACTIONS support strategic directions/goals.

Strategic Directions Summary Ensure that your section staff and volunteers understand and embrace the Strategic Directions. Uniform goals tailored to your section. We all own the Mission and the strategic goals. Ensure consistency, quality and a unified vision for TENNIS in the United States!

Question/Answers/Comments Pam Sloan Leo Mountjoy