SCTA Strategic Plan

2011 - 2015

 INTRODUCTION

 Organizations that plan perform better in the long term than organizations that do not.  Strategic planning focuses the organization on the critical issues that must be addressed and the key actions that must be taken to facilitate long-term success. The planning process allocates critical resources to the most important and deserving activities and projects. It sets objectives, and measures the results that the organization is achieving. 

Many look at the strategic plan as the organization’s roadmap to the future.  The primary function of the strategic plan is to provide continuity of direction and purpose over an extended period of time.  It is a “living document” that is reviewed, updated, and revised on a regular basis. The multi-year Strategic Plan is supplemented by an annual “operational” Performance Plan and various Program Action Plans.  These more detailed action plans outline specific activities and allocate resources in support of accomplishing Performance Plan objectives.

This document articulates the mission and the vision of the SCTA, as well as the core values and strategic priorities. The core values establish the operational imperatives, and the strategic priorities set the operational direction of the organization.  Together they should guide the thinking and actions of every person within the SCTA.  The strategic priorities should also facilitate long-range decision-making and resource allocation. 

In an effort to ensure organizational alignment from top to bottom, the SCTA Strategic Plan was developed to be consistent with strategic plans published by the USTA, USTA Southern, and USTA Georgia. 

SITUATION APPRAISAL

“Business as usual” is an antiquated operating concept. Understanding the new standards of performance for the “Knowledge Age” and developing a clearly defined value proposition is the new business model for organizational success in the future. 

The acceleration of change in our fast-paced environment requires us to work more strategically to stay abreast of, and respond quickly to, constituents’ emerging needs.  This requires an organization that is fast, fluid, and flexible.  This dynamic business model also requires committing adequate financial and human resources toward initiatives that deliver the most value to our constituents.  It requires a sustained dedication to organizational purpose and mission.

MISSION STATEMENT 

  “To promote and develop the growth of tennis”

VISION STATEMENT

A full range of tennis programs and activities, available to people of all ages and abilities, throughout the five-county Southern Crescent area. 

CORE VALUES

Core Values constitute the fundamental beliefs of the organization.  They serve as a foundation and a guide for action, and define the manner in which an organization carries out its mission.  The Southern Crescent Tennis Association Core Values are:

STRATEGIC PRIORITIES

While the Mission statement defines the organizational purpose, and the Vision statement articulates a desired end state, strategic priorities broadly outline organizational direction.  Strategic priorities establish a basis for development of distinct operational objectives and detailed action plans that must be implemented to move the organization forward.

To successfully achieve operational objectives and accomplish the related action plans requires a substantial commitment of resources and a clearly focused effort.

The strategic priorities and operational objectives for the SCTA are: 

1. Accomplish the Mission  - Achieve the Vision. 

Operational Objectives: 

· Increase participation in current Adult and Junior tennis league programs.

· Introduce recreational tennis programs and events accessible at all levels.

· Expand relationships with other tennis organizations (USPTA, PTR, CTAs, etc.).

· Develop innovative methods and means to market tennis to the community.

· Collaborate with community organizations in support of charitable causes. 

2.  Grow and Improve the SCTA organization. 

Operational Objectives: 

· Achieve and maintain “Elite CTA” designation from USTA Georgia.

· Develop and publish comprehensive internal policies and procedures.

· Expand the cadre of volunteers through systematic recruitment and retention.

· Improve current website, and leverage other “social media” systems.

• Pursue corporate sponsorship opportunities to generate non-USTA revenue. 

OPERATIONAL PERFORMANCE PLANS