Tennis Canada Strategic Plan 2018-2022 Revised Overview
The Tennis Canada Strategic Plan 2018-2022 outlines the organization's mission to improve the lives of Canadians through tennis and become a world-leading tennis nation. The plan focuses on key areas such as community development, facility improvement, player enhancement, and resource allocation. By emphasizing values like teamwork, integrity, and innovation, Tennis Canada aims to inspire and support the next generation of players and coaches while enhancing fan experiences and off-court excellence.
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Tennis Canada Strategic Plan 2018-2022 Revised October 2018
Tennis Canada Strategic Plan 2018-2022 Revised October 2018 Purpose To improve the lives of Canadians through tennis Mission To lead the growth of tennis in Canada Values We value teamwork, passion, integrity, innovation, excellence and accountability Vision To become a world- leading tennis nation FOCUS AREAS Community Facility Development Capacity Building Affordable Public Covered Courts PTA Centres Community Retractable Roofs Western Canada Training Centre Rogers Cups Engine Performance Inspiration Fan Enhancement Player Services Event Optimization Next Gen Players Off Court Excellence Next Gen Coaches Next Gen Pipeline ENABLERS Resource Allocation Financial Stewardship Spend Redeployment Structure to Win Values Tennis Family Digital Technology Commercial Fundraising Strategy Development Capacity Building Canadian HP Inspiration Focus Venue Technology Title Renewals New Inventory Development Rogers Cup ATP Stadium Sales Government Relations Philanthropy Desired Behaviours Female Sport Development Succession Planning Safe Sport Narrative Stakeholder Engagement PTA Partnerships People Financial Resources 2
Tennis Canada Strategic Plan 2018-2022 Revised April 2018 Purpose Vision Mission Values To improve the lives of Canadians through tennis To become a world-leading tennis nation To lead the growth of tennis in Canada We value teamwork, passion, integrity, innovation, excellence and accountability FOCUS AREAS Performance Inspiration Next Gen Players Deliver customized annual plans for all priority players to proactively help deliver excellence on-and-off court at every stage of development. Facilitate successful transition to pro tennis while requiring each supported player to deliver commercial value and financial give back to next generation. Rogers Cups Engine Community Facility Development CapacityBuilding Affordable Public Covered Courts Leverage a municipal partnership framework and proactive advocacy to ignite wide municipal interest. Provide municipalities with a user friendly turn key solution across a range of infrastructure options, operator models, and tennis programming best practices. Leverage Tennis Canada and PTA brand, and NFP status to deepen municipal interest and ensure pay to play affordability. Invest seed money to help unlock majority of capital from public sources. Secure best supply terms for various infrastructure options. Support local champion and proactively involve local tennis clubs. Build in-house facility development centre of excellence with GR, parks & recreation and venue operations expertise. Fan Enhancement Creation of Fan Master Plan invest in operations and capital to deliver a better fan journey experience at key touch points including leveraging new subway access in Toronto and attempting to increase site footprint. Player Services Creation of Player Master Plan rooted in leveraging meaningful point of differences vs Cincinnati, stepping up customized benefits for top players/rising stars, and capital investment in Sport Science related services. Off Court Excellence Continually invest in SSSM and analytics to remain competitive with other leading tennis federations and top 10 players support programs. Leverage OTP excellence. Ensure National coaches are well trained in value of SSSM and analytics and introduce key elements to external partners to extend excellence down to U12. Make available world class SSSM and analytics to all priority players, including self sufficient pro players. Event Optimization Explore alternative scheduling options vs. current same week rotating model. Investigate staging WTA event differently than ATP to reduce costs while protecting fan experience. Leverage ATP event success to pre-sell WTA event. Proactively lobby ITF/Tours regarding 2020 Olympic tennis format, duration, timing and top player rebate with support of USTA. Actively support change to WTA circuit which improves marketability of top players. PTA Centres Provide the same covered court services to PTA partners, in addition to available pre-build and capital grant funding. If possible, merge covered court/PTA strategy to expedite projects. Next Gen Coaches Recruit best Canadian HP coaches and support with customized annual development plans that leverage practical experience available through Tennis Canada. Address shortage of female HP coaches with proactive recruitment of former players coupled with fast-track training. Community Retractable Roofs Unlock Fed/Prov infrastructure funding by re-purposing NTC s as community recreation hubs. Strengthen business cases with surplus generation from indoor tennis and ancillary events. Leverage roof investment to strengthen ATP/WTA category sanctions. Next Gen Pipeline Apply continuous improvement to the NTC and regional centre operations to support top prospects while demonstrating flexibility to support non-participating players if performance standards achieved. Proactively work with PTA and external partners, to ensure provincial talent pipeline is robust. Tie support into execution of plans to strengthen pipeline. Optimize the competitive structure at key stages of development and consider new formats to address shortage of venues for year round competition. Western Canada Training Centre jump start project with local committee supported by Vancouver based project manager and engage key philanthropic partner(s) in vision creation. Scale project to deliver TC HP and BC Tennis needs in one facility. 3
Tennis Canada Strategic Plan 2018-2022 Revised October 2018 Purpose Vision Mission Values To improve the lives of Canadians through tennis To become a world-leading tennis nation To lead the growth of tennis in Canada We value teamwork, passion, integrity, innovation, excellence and accountability ENABLERS Values Tennis Family Digital Technology Commercial Fundraising Resource Allocation Financial Stewardship deliver financial and capital plan over strategic cycle while building strategic reserve fund. Title/Presenter Renewals ensure competition for property and deliver fair process. create new inventory to add strategic value leverage next generation success, retractable roof and covered court initiatives. Government Relations develop a centre of excellence with dedicated staffing, SMT and board engagement, and best practice applications focussed on unlocking public sector support for covered court strategy including retractable roof projects. Strategy develop cross functional strategy with right structure and right resources to deliver right content in timely manner through right delivery channel, assessed and optimized through business intelligence. Desired Behaviours develop a set of values-based desired behaviours imbedded throughout Tennis Canada and reward and recognize success. Succession Planning implement annual succession plan to strengthen organization and protect values based culture. Female Sport Development implement set of practical recommendations to lead by example and move our sport over the long term towards gender balance. ensure nationwide broadcast of WTA and Fed Cup properties. Safe Sport Strive for Tennis Canada to be a leader in safe sport best practices with proactive education and maximum protection for most vulnerable situations. Cultivate a culture within PTA member clubs, with TDC partners, and at junior competitions that intentionally and diligently balances attention paid to safety from abuse and attention paid to recreational and high performance sport development. Narrative develop a Tennis in Canada strategic narrative, imbedded throughout Tennis Canada and measured for understanding among all key stakeholders. Spend Redeployment de-prioritize business-as-usual spend to free up financial and work force resources for strategic redeployment. Set target to not fill BAU vacancies or resource differently. Set annual financial targets for redeployment. Stakeholder Engagement build a professional program managed by SMT, monitored and measured for success. New Inventory Development ready virtual signage for sale through Tours. create new inventory with DC/FC lead partner, Montreal venue naming, HP lead partner, covered courts and other TD all year-round programming. Philanthropy get back into business by re- energizing centre of excellence through dedicated leadership and CEO engagement. prioritize HP and covered courts needs with compelling cases for giving. Professionalize major gift prospect identification, nurturing and gift giving stewardship. Maximize non- directed streams through annual mass campaigns, naming opportunities, auctions and events. Capacity Building build resourcing over time with proven results while increasing internal understanding of digital opportunity to drive cross functional buy-in and engagement. PTA Partnerships deliver continuous improvement through further PTA capacity building. Structure to Win ensure strategic plan priorities are fully resourced and high performing people are focussed against the most strategic areas. Focus prioritize Canadian HP inspiration to drive event revenue and fan base, and unlock financial support for HP and covered courts strategy. Exploit digital/social media point of difference vs other outlets. secondary focus on enabling tennis venues to modernize with ease of access to world class technology. Rogers Cup ATP Event leverage popularity of ATP and Canadian male talent to maximize stadium sales through sell-out induced advance sales and pricing, new sessions creation and ticketing of secondary courts. Financial Resources People 4
