usta strategic directions- bringing them to life in the sections and districts 2009 usta annual...
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USTA Strategic Directions- Bringing Them to Life in the
Sections and Districts
2009 USTA Annual Meeting
Strategic Planning Committee Members 2009-2010
• Steve Champlin Joe Grover
• Dave Haggerty Charlotte Johnson
• Leo Mountjoy Pam 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