ANNUAL PLAN 2019 2020 - St. Albert Pickleball Club

 
Approved: April 15, 2019

                                                                                                 ANNUAL PLAN
                                                                                                  2019 – 2020

INTRODUCTION
This annual plan provides project and task detail for many of the strategies/actions in the 2019-2022 Strategic Plan that are identified as
Annual or are identified for pursuit in 2019-20. These strategies/actions are placed below in four sections that correspond to those of the
Strategic Plan. These four sections are:
     • Pickleball Play
     • Governance and Organizational Capacity
     • Communications and Technology
     • Finance and Administration.

 There are also some Annual or 2019-2020 priority strategies from the 2019-2022 Strategic Plan that are not described in the four sections
 of this Annual Plan. Some are described in other specific plans, like the 2019-2020 Annual Event Plan for tournaments and volunteer
 recognition events. These other plans, which are referenced in the table below, are considered a part of this SAPC Annual Plan.

 Other strategies/actions are also not specifically laid out in the four main sections, for reasons explained in the table below.

 2019-2020 Strategy/Action Items Not Contained (or only                            Comments
 partially contained) in the Four Main Sections below
 Coordinate tournaments (club, inter-club and sanctioned)                          See 2019-2020 Annual Event plan
 Provide pickleball venue equipment                                                New 2019-20 items are specified in the Pickleball Play section below.
                                                                                   Other routine items, such as the purchase of replacements pickleballs
                                                                                   for play, replacement nets and pickleballs for sale to members, will
                                                                                   continue as provided in 2018-19

SAPC 2019-2020 Annual Plan                                                                                                                   April 16, 2019
https://d.docs.live.net/60433f6447c2da58/sapc/board/plans-annual/sapc annual plan 2019-20.docx                                                       Page 1
2019-2020 Strategy/Action Items Not Contained (or only                            Comments
 partially contained) in the Four Main Sections below
 Provide beginner training to potential or new members and skill                   Beginner training and mentoring sessions are to continue as provided in
 development to members who want to improve their play                             2018-19.
 Develop and maintain strong working relationships with the City of                Relationship maintenance will continue and remain strong through on-going
 St. Albert (Recreation and Parks Dept.) and other community groups                frequent contact and communications, humour, personal connection, lavish
 (churches) in an effort to ensure facilities and venues are organized             attention and prompt response to any request. All available inter-
 and made available for members for all indoor and outdoor                         community networking and connection opportunities will also continue to
 programs.                                                                         be pursued.
 Maintain a sustainable club leadership structure.                                 Board will recruit to fill any board position not filled by election, as well as
                                                                                   vacant manager and key coordinator positions. Use will be made, where
                                                                                   appropriate, of announcements, the Nominating Committee, volunteer lists,
                                                                                   application processes, and qualification screening.
 Maintain a Board-approved list of committees/coordinators along                   Many of these mandates and job descriptions will be done by the end of
 with mandates and job descriptions                                                2018-2019. The work of 2019-2020 will be to update this work if and when
                                                                                   roles and responsibilities change.
 Maintain a board position focused on communications                               Our initial communications team resources are being recruited in 2018-19.
                                                                                   The Communications Director elected at June 2019 AGM will continue to
                                                                                   recruit members of a communications teams, and this action item will be
                                                                                   business as usual, once established.
 Distribute regular club newsletters via email and provide member                  Business as usual, though frequency may be standardized with a
 access on the club website.                                                       Communications Director on board.
 Communicate all play activities in the on-line calendar in a timely               Business as usual.
 manner and post appropriate signage at outdoor courts
 Administer a club Facebook site in a members-only platform                        Business as usual
 Ensure a strong financial system is in place to support the strategic             System is in place and will be maintained.
 plan and changing demands.
 Ensure membership and venue fees are attractive, meet the                         A fee and fixe/variable cost assessment was done in 2018-19. It will be
 demand of financing club activities and appropriately cover fixed                 updated in 2019-2020. Annual budgeting and monthly forecasting also serve
 and variable costs.                                                               as on-going check of membership and venue fees.

A copy of the 2019-2022 Strategic Plan is provided at the end of this Annual Plan. Refer to it to see the objective and priority for each
strategy/action specified in the table above and in the four sections that follow.

SAPC 2019-2020 Annual Plan                                                                                                                            April 16, 2019
https://d.docs.live.net/60433f6447c2da58/sapc/board/plans-annual/sapc annual plan 2019-20.docx                                                                Page 2
PICKLEBALL PLAY
1. Strategy/Action from 2019-2022 Strategic Plan: Improve the balance between                                                          Responsibility
   venue demand and use for various levels and types of play (better allocate and                                         Program and Venue Manager
   better communicate).
#   Project/Task                                                                                 Timeline                 Resources
1a • Develop specific criteria and principles governing the allocation of available
        facility space and the application of play level ratings                                 by Jul 31 2019
    • Establish targets or optimum numbers of players for facilities/ venues and types
                                                                                                 by Jul 31 2019           HR: Program and Venue
        of play
                                                                                                                          Team; Treasurer
    • Analyze player levels and interests, and venue demand                                      bi-monthly
                                                                                                                          Tools: Club stats
    • Assess profit/loss by venue                                                                monthly
    • Balance club play demands and adjust play schedules and venue rentals/use to               bi-monthly, for indoor
        reflect above factors                                                                    and outdoor play
1b Communicate venue usage statistics to all members to optimize facility use and player         monthly during indoor    HR: Communications
    distribution                                                                                 season                   Director/Team; Treasurer
                                                                                                                          Tools: Club stats
1c   Address the growth of membership in St. Albert resulting from the lack of indoor play       by Sept 30 2019          HR: Program and Venue
     space in neighboring communities; consider alternatives (membership criteria, drop-                                  Team
     in price change, pre-registration for some sessions instead of drop-ins, etc.)                                       Tools: Club stats

2. Strategy/Action from 2019-2022 Strategic Plan: Provide pickleball venue equipment.                                                  Responsibility
                                                                                                                                  Equipment Manager
#    Project/Task                                                                                Timeline                 Resources
2a   Evaluate options for shade at Alpine Courts                                                 Apr 1-31 2019            HR: Equipment
                                                                                                                          Manager/Team
2b Review the prospects of purchasing a ball machine (develop usage guidelines)
       • Assess club demand/member interest                                                      Apr 1-31 2019
       • Assess human resource requirements to manage usage, storage and
          maintenance                                                                            Apr 15-May 15 2019
                                                                                                                          HR: Equipment
       • Survey other clubs                                                                      May 1 – May 30 2019
                                                                                                                          Manager/Team
       • Research models/types, costs, ball needs                                                May 1 – May 30 2019
       • Assess: Recommend purchase (or not)                                                     Jun 15 2019
       • Develop usage guidelines                                                                Jun 20 – 30 2019
       • Write brief report                                                                      Jul 7 2019

SAPC 2019-2020 Annual Plan                                                                                                                April 16, 2019
https://d.docs.live.net/60433f6447c2da58/sapc/board/plans-annual/sapc annual plan 2019-20.docx                                                    Page 3
3. Strategy/Action from 2019-2022 Strategic Plan: Engage professionals to provide rating clinics for
                                                                                                                                         Responsibility
   members who want to better understand their level of play in order to play at appropriate levels
                                                                                                                            Program and Venue Manager
   of play
#   Project/Task                                                                           Timeline                         Resources
3a Plan clinics to happen bi-weekly until applications dwindle (Biweekly schedule needed
    when policy of “must be rated to play 3.5” is announced.)
     • plan (cost, schedule, draft communications)                                         by May 31 2019                   Program and Venue
     • announce policy and clinic availability                                             by June 30 2019                  Manager and Team
     • hold and manage initial clinics                                                     start July 15 2019
     • schedule and hold clinics at reduced frequency after initial peak demand subsides

4. Strategy/Action from 2019-2022 Strategic Plan: Support the training and certification of referees.                                     Responsibility
                                                                                                                            Program and Venue Manager
#    Project/Task                                                                                Timeline                   Resources
4a   Sponsor club volunteer(s) to take referee training sessions put on by Pickleball Alberta    As soon as PA              Program and Venue
                                                                                                 announces session          Manager
4b Run club referee orientation/training for interested SAPC members                             1 to 2 months after “4a”   Program and Venue
                                                                                                 training is completed      Manager; trained referees

5. Strategy/Action from 2019-2022 Strategic Plan: Support the training and certification of coaches                                       Responsibility
                                                                                                                            Program and Venue Manager
#  Project/Task                                                                                  Timeline                   Resources
5a Sponsor club volunteer(s) to take coaching training sessions put on by Pickleball             As soon as PA              Program and Venue
   Alberta                                                                                       announces session          Manager
5b Run club coaching orientation/training for interested SAPC members                            1 to 2 months after “5a”   Program and Venue
                                                                                                 training is completed      Manager; trained coaches

6. Strategy/Action from 2019-2022 Strategic Plan: Create / adjust some programs and venues to                                             Responsibility
   accommodate youth/family/social play.                                                                                                President, Board
#   Project/Task                                                                        Timeline                            Resources
6a Determine club support, adult coach/captain training, background check and other
    requirements to accommodate enhanced youth membership
                                                                                                                            President, Program and
    • President recruits Youth Coordinator (YC) volunteer for Program and Venue Team by Feb 15 2020
                                                                                                                            Venue Manager, Board, YC
    • YC researches requirements; drafts report/recommendations to board                by Apr 15 2020
    • Board members draft Youth policy and guides                                       by May 30 2020

SAPC 2019-2020 Annual Plan                                                                                                                 April 16, 2019
https://d.docs.live.net/60433f6447c2da58/sapc/board/plans-annual/sapc annual plan 2019-20.docx                                                     Page 4
• Board reviews/adopts report, recommendations, youth policy and guides                       by Jun 30 2020
6b Update the membership policy to include youth                                                 by Jul 30 2020          Board

6c Recruit resources to implement youth support, adult coach/captain training,                   by Aug 30 2020          Membership and Volunteer
   background checks, and implement changes needed to support youth membership                                           Director/Team
6d Schedule youth/family/social play                                                         by Sep 30 2020              Program and Venue
                                                                                                                         Manager/Team
(Note: steps assume membership fees for youth will continue to equal adult fees, as specified in the first-round Youth Policy approved April 15, 2019. If
fees are not the same, additional time will be needed to implement IT system changes.)

7. Strategy/Action from 2019-2022 Strategic Plan: Support regional / interclub approach to                                              Responsibility
   competitive play for youth                                                                                                         President, Board
#   Project/Task                                                                           Timeline                      Resources
7a Continue working with Edmonton Pickleball Club and Parkland Pickleheads to develop quarterly meetings of
                                                                                                                         President
    play opportunities for youth                                                           regional club presidents

GOVERNANCE & ORGANIZATIONAL CAPACITY

1. Strategy/Action from 2019-2022 Strategic Plan:                                                                                      Responsibility
    a. Continue to advocate on behalf of the club with the City of St. Albert (City Council) to ensure that                                President
        pickleball courts are included in all new area development plans as well as other initiatives such as
        the development of a multi-use indoor facility (e.g. Active Communities).
    b. Build/upgrade facilities to facilitate growing demand through research and application of grants                                Vice-President
        and other resources
#    Project/Task                                                                                     Timeline                Resources
1a • As input to the following letter to Mayor, City Council and Parks and Recreation Dept, and Aug 1 to 31 2019              Vice-President
         as input to other lobbying efforts, determine grant potential by researching methods,
         timing, availability and likelihood of accessing any related capital grants.
     • Carry out research on tennis facilities/players needed for the following letter.               Sep 1 to 30 2019        Vice-President

SAPC 2019-2020 Annual Plan                                                                                                                April 16, 2019
https://d.docs.live.net/60433f6447c2da58/sapc/board/plans-annual/sapc annual plan 2019-20.docx                                                    Page 5
•  Lobby the City to allocate capital funding for future court development and                   Oct 1 to 30 2019    President
        refurbishment, including refurbishment of Larose Courts and conversion of existing
        under-utilized tennis courts. In particular, issue letter to Mayor, City Council, and Parks
        and Recreation Dept:
            o requesting/encouraging pickleball-oriented refurbishment of Larose Courts (or of
                 an alternative facility if available)
            o including statistics about the availability (percentage) of tennis courts to tennis
                 players and requesting similar percentage availability for pickleball players
            o referencing grants we are prepared to pursue to help defray costs
            o requesting that new indoor pickleball courts or convertible courts be considered
                 in any new recreational development
            o requesting that new outdoor courts be considered or required in any new
                 housing developments
1b Attend development meetings and community open houses where feedback is sought                     Every known         Board Members
   regarding recreational planning and facility development, and speak to needs for and values        meeting
   of pickleball facilities
1c If specific projects are determined (e.g. identified and conditionally supported by the City),     to be determined    President
   research and make application for grants (e.g. CFEP $125,000; Triennial Grant $1m)

2. Strategy/Action from 2019-2022 Strategic Plan: Review bylaws, strategic plans, annual plans, policies                           Responsibility
                                                                                                                         Director at Large, Board
#    Timeline                                                                                         Timeline           Resources
3a   Update 2019-2022 Strategic Plan, producing a 2020-2023 Strategic Plan.
        • Board review and approval                                                                   Nov 2019 Board     President to lead and
                                                                                                      Meeting            draft; Board to
                                                                                                                         participate.
3b Prepare 2020-2021 Annual Plan
       • Drafting with board input                                                                    Dec-Feb 7 2020     President to lead and
       • Board full review                                                                            Feb 14             draft; Board to
       • Board approval (needed by end of Feb so Treasurer can draft budget for next year)            Feb 28             participate

SAPC 2019-2020 Annual Plan                                                                                                            April 16, 2019
https://d.docs.live.net/60433f6447c2da58/sapc/board/plans-annual/sapc annual plan 2019-20.docx                                                Page 6
3. Strategy/Action from 2019-2022 Strategic Plan: Review the work of the club through committees                                   Responsibility
                                                                                                                         Director at Large, Board
#    Project/Task                                                                                  Timeline            Resources
4a   • Determine from managers, coordinators, heads of committees/teams and from the Board                             Director at Large
         if planned committee/team work is being done on time and if desired results and quality
         are being achieved                                                                        Apr to Jun 2020
     • Report results to Board, along with recommendations                                         by Jun 30 2020

4. Strategy/Action from 2019-2022 Strategic Plan: Develop and adjust a volunteer recruitment and                              Responsibility
   succession planning strategy.                                                                             Membership & Volunteer Director
#   Project/Task                                                                                 Timeline           Resources
6a Conduct volunteer blitzes at various functions (venues, volunteer appreciation events,        to be determined   HR: Membership &
    tournaments, socials, AGM) – minimum two, ideally three per year                             by Membership      Volunteer Team
                                                                                                 and Volunteer
                                                                                                 Team
6b Identify succession plans for key volunteer positions                                         Sep 1 2019 to Jan  HR: Membership &
    • list key volunteer positions                                                               30 2020            Volunteer
    • for each key position, determine whether the successor(s) or successor candidates should                      Director/Team
        ideally come from the team reporting to the key position or other sources
    • for each key position, determine if a trainee, work-sharing, or other arrangement should
        be pursued
    • identify other possible means of ensuring key positions are readily filled by trained or
        qualified resources if a vacancy or extended absence occurs

5. Strategy/Action from 2019-2022 Strategic Plan: Provide appropriate training for Board members and                            Responsibility
   other volunteers.                                                                                          Membership & Volunteer Director
#   Project/Task                                                                          Timeline                Resources
7a Develop orientation materials guides for board and committees; coordinate training                             HR: Membership &
    as required                                                                                                   Volunteer Team, Volunteer
    • identify first three key positions warranting a training guide or procedures guide                          Leads, Coordinators,
        for some key aspects of their job                                                 by Oct 30               Captains, etc.
    • work with position holder to develop orientation materials guides                   Nov 1 to Feb 28
    • identify one subject area warranting group training                                 by Jul 30
    • recruit leader(s) to develop and give group training                                Aug 15 to Sep 15

SAPC 2019-2020 Annual Plan                                                                                                          April 16, 2019
https://d.docs.live.net/60433f6447c2da58/sapc/board/plans-annual/sapc annual plan 2019-20.docx                                              Page 7
6. Strategy/Action from 2019-2022 Strategic Plan: Promote a supportive atmosphere for volunteers by                          Responsibility
   organizing volunteer recognition to acknowledge efforts.                                                 Membership & Volunteer Director
#   Project/Task                                                                        Timeline                Resources
8a Coordinate a minimum of two (2) volunteer appreciation events a year                 As identified in Annual HR: Membership &
                                                                                        Events Plan             Volunteer Team,
                                                                                                                Communications Director
                                                                                                                Tools: newsletter, person-
                                                                                                                to-person, appreciation
                                                                                                                events

COMMUNICATIONS & TECHNOLOGY

1. Strategy/Action from 2019-2022 Strategic Plan: Develop and post news articles and other relevant                           Responsibility
   information to the club website in a timely manner.                                                             Communications Director
#    Project/Task                                                                       Timeline                 Resources
1a Develop and implement a plan for improved web content (e.g. better home page         Sep 1 to Dec 1 2019      HR: Communications
     content and layout, clear communication of how different forms of play work, rules                          Director & Team; Web
     around sticker card sales to members only, visitor rules) to strengthen member                              Manager
     communication through the web-site
1b Develop and implement routine drafting of new content and updating existing          Jan 1 2020               HR: Communications
     content on website.                                                                                         Director & Team

2. Strategy/Action from 2019-2022 Strategic Plan: Periodically assess current information technology tools and                Responsibility
   the opportunity for improved web management, membership management, newsletter distribution, event                         Web Manager
   management and sales through other web content management technologies.
#    Project/Task                                                                        Timeline                Resources
2a If opportunity, timing and resourcing permit, automate online event registrations     to be determined        HR: Web Manager; Web
     and payments for ratings clinics, tournaments and meetings:                                                 Management Team
         • Investigate options (Joomla, PA, SUG, TIH, Who’s In, other)
         • Select trial platform / recruit coordinators
         • Program and test functionality / pilot an event
         • Assess costs / benefits / likelihood of long-term success
 SAPC 2019-2020 Annual Plan                                                                                                      April 16, 2019
https://d.docs.live.net/60433f6447c2da58/sapc/board/plans-annual/sapc annual plan 2019-20.docx                                           Page 8
• If appropriate solution is found, implement
2b Analyze the opportunity and risks associated with a call for integration with                                    HR: Web Management
   Pickleball Alberta’s new web-based membership management system (MMS)                                            Team
       • First assessment done in 2018 – PA’s MMS not adequate for SAPC                          done
       • Assess PA MMS upgrade, if any, when avaiable                                            to be determined

FINANCE & ADMINISTRATION
1. Strategy/Action from 2019-2022 Strategic Plan: Prepare a long-term financial plan that includes staffing,                     Responsibility
   capital projects, and reserves.                                                                                                   Treasurer
#   Project/Task                                                                         Timeline                   Resources
1a Assess the need to move to paid staffing (when warranted by club size and lack of                                HR: Director at Large
    volunteers)
        • This may be required (and timelines would be set) if any key board and         To be determined, per
             manager positions are not filled at the AGM or shortly after.               comment at left.
1b Assess the opportunity and need to move funds to reserves for future facility         Done                       HR: Treasurer
    development/ enhancement
1c Assess financial implications of any changes in strategic directions, including those As determined by the       HR: Treasurer
    associated with staffing and capital projects; document these in conjunction with    timing of strategic
    updates to the strategic plan.                                                       direction changes and
                                                                                         updates to the strategic
                                                                                         plan.

2. Strategy/Action from 2019-2022 Strategic Plan: Ensure policies, ongoing audits and reviews are in place (to                   Responsibility
   ensure administrative and financial programs are secure).                                                                         Secretary
#   Project/Task                                                                        Timeline                    Resources
2a Ensure all systems requiring security on various hardware (e.g. laptops) and         Jul 2019 and as needed by   Secretary
    accounts (e.g. emails, websites, financial institutions) have passwords updated in  resource changes
    accordance to policies
2b Conduct annual audit of financial, information, policy and security management       Mar to May, 2020            Auditors elected at AGM.
                                                                                                                    Guidance provided by
                                                                                                                    Treasurer and Secretary

SAPC 2019-2020 Annual Plan                                                                                                          April 16, 2019
https://d.docs.live.net/60433f6447c2da58/sapc/board/plans-annual/sapc annual plan 2019-20.docx                                              Page 9
Board Approved Strategic Plan 2019-2022
   Objective                  Strategy / Action                                                  Resources            Responsibility   Timeline Priority
A. PICKLEBALL PLAY
Club play, inter-club play, tournaments (social and competitive), training, skill development, youth programming
1 Provide social and          Improve the balance between venue demand and use for               HR: Program and      Program and      Annual    High
  competitive club            various levels and types of play (better allocate and better       Venue Team           Venue Manager
  programs.                   communicate).                                                      Tools: Club stats
                              Coordinate tournaments (club, inter-club and sanctioned            HR: Tournament       Tournament       Annual    High
                              tournaments).                                                      Team                 Coordinator
                                                                                                 Tools: Club stats,
                                                                                                 laptops, website
                                                                                                 registration,
                                                                                                 automated
                                                                                                 scorekeeping
                              Provide Pickleball venue equipment.                                HR: Equipment        Equipment        Annual    High
                                                                                                 Team                 Manager
2 Provide pathways            Provide beginner training to potential or new members and          HR: Trainers         Training         Annual    Medium
  for members to              skill development to members who want to improve their             Tools: Website       Coordinator
  learn and develop           play.
  their skill levels.         Engage professionals to provide rating clinics for members         HR: Trainers         Program and      Annual    High
                              who want to better understand their level of play in order to      Tools: Website       Venue Manager
                              play at appropriate levels of play.
                              Support the training and certification of referees.                HR: Volunteers       Program and      2019-20   Medium
                                                                                                 Tools: PA/PCO        Venue Manager
                                                                                                 training programs
                              Support the training and certification of coaches.                 HR: Volunteers       Program and      2019-20   Low
                                                                                                 Tools: PA/PCO        Venue Manager
                                                                                                 training programs
3 Enhance member              Investigate reciprocal inter-club play within the region.                               Program and      2021-22   Low
  opportunities to                                                                                                    Venue Manager
  play at clubs within
  the region
  throughout the
  year.

SAPC 2019-2020 Annual Plan                                                                                                                  April 16, 2019
https://d.docs.live.net/60433f6447c2da58/sapc/board/plans-annual/sapc annual plan 2019-20.docx                                                     Page 10
Objective                   Strategy / Action                                                  Resources          Responsibility     Timeline Priority
4 Provide youth               Create / adjust some programs and venues to accommodate            HR: Program and    President,         2019-20 High
  programming.                youth/family/social play.                                          Venue Team         Board
                                                                                                 Tools: PA/PCO
                                                                                                 guidelines, SAPC
                                                                                                 policies
                              Support regional / interclub approach to competitive play for                         President,         2019-20   High
                              youth.                                                                                Board
B. GOVERNANCE & ORGANIZATIONAL CAPACITY
Board role, volunteers, advocacy, key stakeholders, facility partnerships, membership strategy, policies, strategic plans
1 Ensure the club is          Continue to advocate on behalf of the club with the City of St.    TBD (grants,       President, Board   Ongoing   High
  seen as the                 Albert (City Council) to ensure that Pickleball courts are         other)
  representative of           included in all new area development plans as well as other
  the sport of                initiatives such as the development of a multi-use indoor
  Pickleball in the City      facility (e.g. Active Communities).
  and is considered a         Develop and maintain strong working relationships with the         HR: Program and    Program and        Annual    High
  valued partner in all       City of St. Albert (Recreation and Parks Dept.) and other          Venue Team         Venue Manager
  future development          community groups (churches) in an effort to ensure facilities
  which may provide           and venues are organized and made available for members
  Pickleball facilities.      for all indoor and outdoor programs.
                              Build/upgrade facilities to facilitate growing demand through      HR: Board          Vice President     Annual    High
                              research and application of grants and other resources.
2 The Board is to             Review bylaws, strategic plans, annual plans and policies.                            Board              Annual    High
  provide effective           Maintain a Board-approved list of committees/coordinators                             Board              Annual    High
  and efficient               along with mandates and job descriptions.
  authority, control          Review the work of the club through committees.                                       Board              Annual    High
  and direction over
  the organization.
3 Ensure the levels of        Maintain a sustainable club leadership structure.                                     Board              Annual    High
  responsibility and
  workloads at the
  Board and
  coordinator levels
  are sustainable to
  aid in leadership
  recruitment and

SAPC 2019-2020 Annual Plan                                                                                                                  April 16, 2019
https://d.docs.live.net/60433f6447c2da58/sapc/board/plans-annual/sapc annual plan 2019-20.docx                                                     Page 11
Objective                   Strategy / Action                                                  Resources            Responsibility    Timeline Priority
  reduce volunteer
  burnout.
4 Ensure the club             Develop and adjust a volunteer recruitment and succession          HR: Membership       Membership &      Annual    High
  plans effectively for       planning strategy.                                                 & Volunteer          Volunteer
  the recruitment and                                                                            Team                 Director
  retention of                Provide appropriate training for Board members and other           HR: Membership       Membership &      Annual    High
  volunteers.                 volunteers.                                                        & Volunteer          Volunteer
                                                                                                 Team, Volunteer      Director,
                                                                                                 Leads,               Volunteer Leads
                                                                                                 Coordinators,
                                                                                                 Captains, etc.
                              Promote a supportive atmosphere for volunteers by                  HR: Membership       Membership &      Annual    High
                              organizing volunteer recognition to acknowledge efforts.           & Volunteer          Volunteer
                                                                                                 Team, Communic.      Director,
                                                                                                 Director             Volunteer Leads
                                                                                                 Tools: newsletter,
                                                                                                 person-to-person,
                                                                                                 apprec. events
5 Ensure the club is          Assess the vision, mission and values statements to ensure                              Board             Bi-       High
  adhering to its             there is evidence of the statements in all programs and                                                   Annual
  vision, mission and         policies.
  values.
C. COMMUNICATIONS & TECHNOLOGY
Communication (members - newsletters, social media), website and emails (web servicing/hosting, web management), records
management tools, online tools and technologies
1 Ensure an effective         Maintain a Board position focused on communications.               HR:                  Board             Ongoing   High
  public and                                                                                     Communications
  membership                                                                                     Director & Team
  communications              Distribute regular club newsletters via email and provide          HR:                  Communications Ongoing      High
  program is in place.        member access on the club website.                                 Communications       Director
                                                                                                 Director & Team
                              Communicate all play activities in the on-line calendar in a       HR: Program and      Program and       Ongoing   High
                              timely manner and post appropriate signage at outdoor              Venue Team           Venue Manager
                              courts.

SAPC 2019-2020 Annual Plan                                                                                                                   April 16, 2019
https://d.docs.live.net/60433f6447c2da58/sapc/board/plans-annual/sapc annual plan 2019-20.docx                                                      Page 12
Objective                  Strategy / Action                                                  Resources         Responsibility Timeline Priority
                              Develop and post news articles and other relevant                  HR:               Communications          High
                              information to the club website in a timely manner.                Communications    Director
                                                                                                 Director & Team
                              Administer a Club Facebook site in a members-only platform.        HR:               Communications
                                                                                                 Communications    Director
                                                                                                 Director & Team
2 Ensure technologies         Periodically assess current information technology tools and       HR: Web           Web Manager      Annual    Medium
  are utilized to             the opportunity for improved web management,                       Management
  streamline the              membership management, newsletter distribution, event              Team
  administrative              management and sales through other web content
  function of the club        management technologies.
  and are user-
  friendly for
  members.
D. FINANCE & ADMINISTRATION
Financial management, revenue (membership, sales), records management, asset security, day-to-day administration
1 Ensure ongoing              Ensure a strong financial system is in place to support the        HR: Treasurer     Board, Treasurer Annual    High
  financial stability of      strategic plan and changing demands.
  the club.                   Prepare a long-term financial plan that includes staffing,                           Treasurer        Ongoing   High
                              capital projects, reserves and staffing.
                              Ensure membership and venue fees are attractive, meets the         HR: Treasurer     Board            Annual    High
                              demand of financing club activities and appropriately cover
                              fixed and variable costs.
2 Ensure all                  Ensure policies, ongoing audits and reviews are in place.          HR: Vice          Secretary        Annual    High
  administrative and                                                                             President
  financial programs
  are managed in a
  secure manner.

SAPC 2019-2020 Annual Plan                                                                                                               April 16, 2019
https://d.docs.live.net/60433f6447c2da58/sapc/board/plans-annual/sapc annual plan 2019-20.docx                                                  Page 13
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