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