Moorgate LTC :

Clubmark Application

Section 1 : Business Plan

December 2010

Section 1 : Business Plan

1.1Moorgate LTC – Background

Moorgate LTC was established in 1897 and until 1997the club had four red shale courts, which with the aid of lottery finance were resurfaced in tarmac in time for the start of the 1998 season. At that time the club utilised a part brick and timber based club house that provided changing room, toilet and refreshment facilities with a small kitchen and lounge area.

On December 31st 1999, the tennis pavillion, was subject to an arson attack which rendered the building incapable of being repaired. Due to the nature of the part timber construction Moorgate had been unable to secure full buildings insurance cover to enable a full re-build in a modern day construction. This left the club with insufficient funds to re-build a new pavilion and in the absence of any facilities, other than the existing courts the club was in danger of going out of existence.

The club were however able to sell off an area of land for a single building plot, with the sale proceeds being utilised towards the development of a new clubhouse and car park. In order for this to be achieved required a lengthy planning permission process followed by extremely difficult negotiationswith nearby residents in order to resolve private road access issues. This took longer than expected and involved complex legal processes which took several years to achieve. It was not until December 2007 that the new facility was completed. During this period of time the membership had declined to approximately 40 players, with the club just managing to survive these difficult times.

Since the provision of the new facilities, membership has now substantially improved across all sections. However during the years of 2001 – 2008, the club were unable to make provision for a sinking fund. It is only since the provision of the new facilities that the club has been able to move forward both in terms of development of the membership and establishing a financial strategy.

The committee team most of whom worked tirelessly to successfully complete the new clubhouse development project continue to serve the club on a voluntary basis and as a team are fully committed to help secure the long term future of the club by improving facilities and increasing membership in due course.

1.2Moorgate LTC – Local Community & Competitors

Moorgate LTC is very close to the centre of Rotherham and offers good access routes from all main neighbouring communities spanning approx South Yorkshire boundaries.

Whilst the main target member base is traditionally non-Sheffield residents which is already served with a number of well established Sheffield Tennis clubs, Moorgate LTC does secure members from the Sheffield region.

The traditional key competing junior sports in the Rotherham based area are Football, Cricket, Hockey and Netball. The closest comparable club to Moorgate is Ravenfield LTC which offers only 2 courts and very limited clubhouse facilities. Other clubs in the surrounding areas include Barnsley LTC, Doncaster LTC, Mexborough Tennis Club and Tickhill LTC.

With the help of Head Coach, since development of the new clubhouse, Moorgate has been developing a more open “tennis for all” philosophy which can be demonstrated by our Tennis Programme detailed in Section 2 of our Clubmark application document.

Our membership strategy is based upon a “no joining” fee charging policy and we have opened up opportunities for non-members to use our facilities to aim to attract new membership.

Our programme approach is based upon a “Treating Members Fairly” policy where the committee team strive to offer all types of playing members the opportunity to play throughout the week, throughout the year. Given we offer restricted facilities, particularly in the Winter months, we have recently secured planning permission for floodlighting facilities and part of our near term plan, funds permitting, is to install floodlights in order to extend playing hours and court utilisation.

1.3Moorgate LTC – Existing Facilities

The club has 4 tarmacadam based courts with no floodlighting facilities.

Whilst a regular maintenance programme has aimed to keep the playing surfaces in good order the main structure of the top playing surface has started to wear away which has led to major problems with moss infestation.

Various contractors have been engaged to help with this issue over the past 2 seasons but we have been advised that the surface needs to be relaid as soon as the club can secure the funds to do so.

In the meantime we have organized regular working parties to aim to both repair and maintain the playing surfaces as and when necessary. This has become a major concern and the committee is regularly monitoring the situation to ensure the playing areas are kept as safe as possible.

As detailed earlier the club has a modern structure clubhouse with very good changing room, and toilet facilities. There is a kitchen area and a small members lounge area with seating and meeting facilities. The club offers ample car parking and access facilities are available for disabled.

The committee recognizes that high standard playing facilities are key to maintain and development our membership and thus in the short to medium term the club aim to:

(a)Relay all 4 courts with a high standard playing facility (Tarmacadm or Artficial Grass, recent ballpark quotations have been received for both types.)

(b)To install floodlights to increase court availability in particular during the winter months. This should help to increase our reach to juniors.

1.4Moorgate LTC – Membership data

Since the Clubhouse redevelopment was completed in December 2007 the Club has achieved growth rates in membership numbers and attendance levels have significantly increased.

This has been achieved through:

  • Appointment of Head Coach with a more formalized agreement in place than previously adopted
  • Offering a variety of playing opportunities and recognizing the varying needs of tennis club members (coaching, competitive tennis, social tennis and junior integration)
  • Regular organized social events throughout the year
  • Maintaing a core team of established volunteers and inviting participation in the club’s development to all members with open communication encouraged at all times

The club has worked hard to aim to increase the Junior playing membership as this is recognized as key for the future of the club. Recent programmes with local schools has yet to fully return significant results in our junior membership but this is a key strategy for us and are engaged with local education contacts to help widen our community outreach where possible. The club has supported schools events by offering facilities when requested whenever possible.

< Membership Data > Further Data To be provided by Anne

1.5Moorgate LTC – Marketing & Promotion

Moorgate has a fully self-contained and managed web-site which is used both for external information and marketing promotion as well as a portal for membership participation. The site is currently maintained by the Club Secretary and is regularly updated with club news, membership matters, tennis programme information and details of forthcoming social activities.

The Head Coach attends local schools to provide coaching course mainly during curriculum time.

1.6 Moorgate LTC - Strengths & Weaknesses

Strengths / Weaknesses
  • Friendliness of Club
  • Competitive fees
  • Good social programme
  • Junior coaching programme
  • Experienced coach
  • Large local membership
  • League tennis opportunities
  • Potential for access to funding
  • Established volunteers, club constitution and enthusiastic committee members with wide ranging business capabilities
  • Growing membership
  • Developing integration with schools
  • Good team results in recent seasons
/
  • Quality of court playing surfaces
  • No floodlighting
  • Full Junior membership development (versus number of Full Adult)
  • Balance of court utilisation
  • Funding opportunities

  • Balance between league / competitive tennis versus social tennis
  • Need to get more members to attend social events
  • No established ratings system although started to develop this
  • Age range of members – generally ageing membership

The committee team universally agree that the majority of the club’s perceived weaknesses would be addressed by the proposed project/s to establish better quality playing surfaces and by offering floodlit facilities offering extending playing time in spring, autumn and winters months.

1.7 Moorgate LTC - Financial Information

< accounts summary – Brian W>

1.8Moorgate LTC – Key Aims & Objectives

Management & Administration
  • The Tennis Club should be well managed in a professional and effective way.
  • Good & effective communication should be maintained.
  • Information should be readily available to new, potential and existing members.
  • The Tennis Club should work smoothly and effectively with the rest of the Sports Club.

Playing Opportunities

  • The ultimate objective should be to enable playing opportunities for all members at their preferred time.
  • Achieve higher utilisation of courts.
  • Ensure that junior opportunities are given sufficient priority.
  • Provide opportunities for developing juniors to play against / with adult members.
  • Provide a balance of competitive and social tennis.
  • Provide opportunities for members of all abilities including disabled members to play and enjoy tennis in a friendly and sociable environment.

Developing players and help to achieve potential

  • Provide structured coaching programmes for junior tennis.
  • Ensure access to and availability of a suitably qualified coach.
  • Identification of juniors to participate in league tennis and other events.
  • Utilisation of LTA ratings system.
  • Provide suitable playing opportunities to enable development including technique and court etiquette.

Coach development

  • Ensure that the Coach maximises his / her development.
  • Provide financial support to Coach’s development.
  • Ensure that the coaching package encourages loyalty & continuity of tenure in the medium to long term.
  • Identify, encourage and support individuals who may be interested in developing coaching skills or becoming tennis leaders / coaching assistants.

Competitions & Tournaments

  • Provide competitive opportunities for all.
  • Regional league tennis for juniors and adults.
  • Friendly games against other clubs to encourage wider participation.
  • Regular Club tournaments with an emphasis on fun & participation.
  • Participation in Open tournaments to develop Club name.
  • Run our own Open tournament.
  • Encourage participation in County & National events particularly at junior level but also for adults.

Facilities

  • Ensure that good quality facilities are provided for use by members.
  • Maintain a high quality playing court surface.
  • When replaced, the Court surface should be selected based on the age profile of the membership.
  • Perimeter fencing should be maintained in good & safe condition.
  • Floodlighting needs to be provided
  • The Clubhouse facilities are a reflection on the Tennis Club therefore changing facilities, kitchen facilities and bar / lounge need to be of a suitable standard.

Marketing, Sponsorship and Promotion

  • Market the Club to existing members, potential members inside the Sports club and potential members outside the Club.
  • Maximise available communication opportunities by utilising excellent e-mail database.
  • Maintain the excellent standard of the Club’s web site using as an effective communication medium both within the Club and for promoting the Club externally.
  • Promote facilities and events through the local community including “in school” projects.
  • Obtain sponsorship for certain events e.g. Play Tennis, Tournaments.
  • Promote the Club to parents of participants in junior coaching programme.
  • Possibly utilise the courts during off peak periods via corporate events or links with local schools.

Social activities

  • Continue to encourage greater participation in the social side of the Club.
  • Run social functions to enhance general Club atmosphere.
  • Have a continuous programme and encourage new ideas

Membership numbers & Fees

  • Obtain the optimum membership numbers for the facilities available.
  • Actively manage the transition of “maturing” juniors to adult members.
  • Obtain sufficient income levels to fund the maintenance and replacement of good quality facilities.
  • Membership targets need to be realistic and take into account other objectives (such as court availability).

Child protection issues

  • A Child Protection Policy is in force and adhered to.
  • There is a suitable person appointed as Child Protection Officer.
  • Any recommended guidelines are followed where ever possible.

1.9Moorgate LTC – Action Plan 2010 to 2011

Action Plan

a)The tennis club has an appointed treasurer who has fulfilled this role for a number of years. Regular committee meetings are held and the clubs financial position is usually an agenda item. The clubs finances are regularly reviewed and at the clubs financial year end, the accounts are externally audited by a local practice of Chartered Accountants.

b)The club are looking to maintain and improve facilities, which will benefit not only existing members, but will hopefully attract new members and players within the area.

c)Monies are primarily raised from the membership via subscriptions and social events. Social events may include for club tournaments, pizza/curry nights and dinner dance etc... Occasional small donations are received from previous members. Sponsorship was until recently achieved at a low level, but in the present economic climate the club is not able to obtain any meaningful sponsorship. Subscriptions are reviewed annually and confirmed by the membership at the annual general meeting.

d)The clubs short term aims are to achieve Clubmark status. In the medium term the club hope to apply for grants in order for resurfacing of the courts to be carried out and thereafter make further applications for financial assistance in order for floodlighting to be provided. The club have planning consent for floodlights.

e)The club have a general policy of endeavouring to increase membership across all sections, with particular reference to juniors. The club are also actively seeking avenues of obtaining finance and grants in order to maintain and improve facilities.

Sinking Fund

Over recent years the club has achieved a net trading surplus of approximately £1,000 per annum. The club presently have available funds of approximately £9,000 towards resurfacing and would hope to obtain grant and loan assistance in order for resurfacing and at a later date floodlighting to be provided.

Moorgate LTC – Detailed Working Action Plan 2010

Category / Action / Responsibility / Resources / Timescale
Competitive opportunities / Increase junior competitive play
  • Enter mini red tennis leagues
  • Increase number of S&D Junior League entries
  • Encourage teenagers to play in Adult league teams
Increase adult competitive play
  • Assuming new facilities, enter winter floodlit leagues increasing competitive opportunities through the year
/ Junior committee / Head Coach
Main committee / team captains / Parental support
None / Mar 2011
Facilities / Renovate existing playing facilities
Separate action plans exist covering;
  • specification / tender / estimating
  • fund raising
  • project management
/ Main committee supported by appointed special sub-commitee / Estimated cost
Significant time resource
Coaching / Progress is currently limited by existing number of courts / court availability
  • increase coaching via schools links using school’s own facilities or day time court availability at Moorgate
  • Aim to appoint further Junior Oragniser to support Head Coach
  • Provide support to develop training of Ian Poole (coach)
  • Increase holiday activities / camps
/ Coach
Junior committee
Club / Club to achieve Club Mark
  • Initial ClubMark club workshops
  • Review scope of work, agree & assign tasks
  • Regular progress review in initial developing phase
  • Agree development of draft Clubmark Manual & timescales
  • Finalise Club Mark evidence folder
/ Main Committee / Spring 2011
Dec 2011