SAVANNAH AREA TENNIS ASSOCIATION
STRATEGIC PLAN
2023-2025

MISSION:

Serving tennis to greater Savannah

VISION STATEMENT:

A full range of accessible tennis activities, available to all, that enhance peoples’ lives throughout the Savannah Community

CORE VALUES:

SATA embraces the following core values as fundamental beliefs that will be adopted throughout our work:

A. Inclusiveness and diversity
B. Competency
C. Fairness and integrity
D. Customer service centric

SATA BROAD GOALS:

A. Increase participation in leagues and community work.
B. Enhance customer service.
C. Set our volunteers up for success through training and evaluation.
D. Generate sufficient funds to accomplish the mission.
E. Increase diversity of league programs and Board leadership.
F. Enhance brand awareness through improved marketing.
G. Strengthen partnerships with all stakeholders, especially the city, county, schools and area professionals and clubs.

PRIORITY ISSUES AND STRATEGIES ORGANIZED UNDER STRATEGIC THEMES

I. PARTICIPATION AND MEMBERSHIP GROWTH:

A. Target growth will be an across the board 2% increase per year in each league or program.
B. Increase advocacy for tennis with city and county and maintain pressure for more affordable fees for leagues, tournaments and community programs.  Protect tennis courts from conversion for other uses and insist on well-maintained facilities.  Encourage acquisition and construction of additional courts to enhance recreational and league tennis.
C. Continue to host adult and junior tournaments both sanctioned and unsanctioned.
D. Develop an ongoing captain retention and reward program.
E. Develop several flexible, short format social programs aimed at a younger demographic with an emphasis on fun and fitness. Build back the entry level leagues through Tennis Apprentice and similar programs and incentives.
F. Retain a CTC staff person to focus on outreach programs in schools, underserved neighborhoods or populations and novice adults. Transition novice adults into league play.  ED sets specific performance goals and bonuses.
G. Set up display table at tennis and non-tennis events to attract populations not presently exposed to tennis or not involved in SATA programs.
H. Continue to host one USTA Georgia State Championship and partner with The Landings Challenger event by sponsoring Ladies Day and Kids Day.
I. Strengthen relationships with community Pros.

II OPTIMIZE ORGANIZATIONAL PROCESSES:

A. Achieve the “Elite” level of the ACE program each year.
B. Review and update SATA rules, bylaws, policies and board manuals each year in July. Update website documents. Create and update an annual editorial calendar to ensure consistent, timely information of leagues and other programming.
C. Have at least one Board and volunteer training session a year or comparable meeting.
D. Conduct Board evaluations every two years.
E. Each year develop an action plan that is SMART (Specific, Measurable, Attainable, Relevant and Timely) based on these strategic directions.

III DEVELOP AND STRENGTHEN HUMAN RESOURCES:

A. Recruit a volunteer club liaison from each of the tennis clubs to attend board meetings and enhance communications.
B. Invite at least two captains or prospective volunteers to be SATA’s guest at Board Meetings. Assign specific recruitment goals to each Board member.
C. Retain a Volunteer Coordinator with the purpose of matching volunteers to needed tasks.
D. Send more Board members to training conferences.
E. Consider adding at large members to the Board.

IV. MAXIMIZE FINANCIAL RESOURCES:

A. SATA sponsor a minimum of one large fundraising event a year (raffle, tournament, oyster roast, etc.)
B. Create a fully functioning and active fundraising committee. Continue to expand “sponsorships” so that SATA can expand its staff in needed areas.