Sustainable management and operations are essential for the long term success of all tennis organisations and venues. Tennis Australia in collaboration with State & Territory Member Associations (referred to collectively as ‘Tennis’) provide both on-the-ground and remote support and guidance for affiliates on all venue sustainability agendas, examples ranging from management modelling and occupancy agreements/lease reviews, to facility developments and asset renewal.
Two resources provided by Tennis that embody key components of venue sustainability are the Operational Health Check and Business Plan Template. By adopting both of these tools as part of the annual planning and review process, organisations are strategically positioned to both optimise performance through outcome focused planning, while demonstrating excellent accountability to internal and external stakeholders (e.g. Committee or board members, Local Council).
Whether an organisation is experiencing a period of growth, constant or decline, evidence-based planning and reporting is without question instrumental to long term viability and central to decision making. Adopting these resources also facilitates alignment with Tennis’ four pillars of successful tennis venues:
- Provide community access to courts
- Offer flexible programs, playing options and scheduling
- Provide fair and equitable pricing options
- Deliver quality community programs
- Engage at all levels and with all sectors of the community
- Provide opportunity for social interaction
- Implement business model and practices to achieve financial sustainability
- Keep well-managed and maintained buildings, grounds and court infrastructure
- Put plans in place for the future
- Deliver and support national programs
- Work with the tennis community to deliver agreed outcomes
- Report regularly and consistently
Operational Health Check
NATIONAL BENCHMARKING SURVEY FOR AUSTRALIAN TENNIS FACILITIES
The OHC is Tennis Australia’s annual national survey of tennis facility operations assessing venue management, usage and sustainability. Survey data is used to produce industry benchmarks, which enables clubs and venue operators to annually compare results against their own previous performance, and against other venues of a similar size. Tennis Australia recommends all tennis venues complete the OHC annually.
To participate in the 2018-19 OHC, complete the OHC survey by 14 June 2020.
WHO SHOULD COMPLETE THE OHC?
The survey can be completed by venue operators or clubs, who are affiliated to their State or Territory Member Association.
The information required to complete the survey may need to be obtained from various people within the club or venue (e.g. coaches, volunteers, administrators, asset owner) and therefore a collaborative approach is recommended to provide a complete set of quality data.
WHAT ARE THE BENEFITS FOR MY ORGANISATION?
OHC data can be used to track your operational performance year on year. You will be able to see trends in venue usage, expenditure, income and management. In addition to measuring annual operational performance, you can also use the data to inform annual strategic and business planning and to provide valuable evidence to support funding applications. You will receive your data insights via a Summary Report within two weeks of completing the OHC online.
You will receive greatest benefit when you complete the OHC as an annual part of your club planning and review. Further information and examples of OHC benefits are provided in the Guidelines and OHC Bulletin.
WHO WILL BE ABLE TO ACCESS MY INFORMATION?
*Summary Reports are individual OHC results with comparison against the previous year and Group Median
HOW DO I TAKE PART?
To participate in the 2018-19 OHC, you must complete the survey by 14 June 2020. To access the survey, please click here. Guidelines are available to assist you to prepare your information. Please note manual input sheets are no longer accepted, and all OHCs must be done online.
For any questions regarding the online system contact [email protected]
Successful operations and business incorporate a level of formalised business planning to provide a transparent assessment of the organisation and outline the annual direction and focus, steered by long term priorities. This proactive – rather than reactive – approach to management ensures the focus remains on identified goals, anticipating and preparing for both opportunities and challenges, saving time in the long run.
Business plans are blueprints outlining current performance of an organisation, where it is heading and a plan of how to get there. Covering the what, where and how, a good plan will identify the organisation’s framework (e.g. people, facilities, services) and achievements to date, link to the strategic vision, mission, goals and objectives, and provide a measurable action plan detailing how these will be attained. If these key areas are covered (what/where/how) you have answered the key questions a business plan should address.
Tennis Australia have developed a Business Planning Template which, used in conjunction with your Operational Health Check Summary Report & Action Plan, covers the key elements of a robust business plan.
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