ANNUAL PLAN 2019 2020 - St. Albert Pickleball Club
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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 12019-2020 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 2PICKLEBALL 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 33. 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 63. 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 76. 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 9Board 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 10Objective 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 11Objective 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 12Objective 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 13You can also read
