Ripley & Alfreton Tennis Club Development Plan - Vision 2020-2025
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Ripley & Alfreton Tennis Club
Development Plan
Vision 2020-2025
/RandATC
@RandATC
+44 (0)7927 775550
www.ripleyalfretontennis.org.uk
info@ripleyalfretontennis.org.uk
167a Heage Road, Ripley, Derbyshire, DE5 3GG
Contents
Our Plan ..................................................................................................................................... 3
Club Vision ............................................................................................................................. 3
Where are we now? ................................................................................................................... 5
Participant Offer ..................................................................................................................... 5
Club Health ............................................................................................................................. 6
Where do we want to be? ........................................................................................................ 13
Club Vision ........................................................................................................................... 13
Our Objectives...................................................................................................................... 13
How will we get there? ............................................................................................................. 14
Club Management and Governance .................................................................................... 15
Membership .......................................................................................................................... 17
Coaching .............................................................................................................................. 18
Tennis Programme ............................................................................................................... 19
Marketing .............................................................................................................................. 21
Facilities................................................................................................................................ 22
Finance ................................................................................................................................. 23
2
Our Plan
Since the Club was formed in 2013, following the merger of Ripley Tennis Club and
Watchorn Tennis Club, huge amounts of work have been done by our fantastic team of
volunteer committee members, past and present, to revamp the facilities and build a
fantastic atmosphere of friendly and inclusive tennis.
This plan forms the basis of the continued development and improvement of our Club over
the next five years so that all members and interested parties have a common aim that we
are working towards.
We have consulted with our members during the development of this plan as this is a plan
for you, our members, which we will need your help and support to achieve.
The following document outlines the Club’s strategy and is split into several parts:
• Where are we now?
This section looks at the current position of the club, including finance, membership
numbers, current tennis programme (sessions, coaching, competition etc).
• Where do we want to be?
This section looks at the key objectives that the Club is looking to achieve over the next five
years. These are all Specific, Measurable, Achievable, Relevant and Time-oriented
(SMART) targets that we will regularly review progress against.
• How do we get there?
This section is an action plan of activities that will help us get from where we are now to
where we want to be. The actual things that we are going to do and implement. Each of
these items has a lead person with overall responsibility and a timescale for achieving the
set target.
We started creating this development plan at the start of 2020 and had hoped to have
implemented it sooner. However, due to the Covid-19 epidemic and its challenges the
development plan was delayed. Furthermore, as a result of the uncertainty that Covid-19 has
caused in the short to medium term, we may have to re-evaluate the targets and time scales
set out in this development plan, depending on the future impacts of Covid-19 on the Club.
Much of the committee’s recent work has been involved in ensuring the safe re-opening of
our wonderful tennis facilities against on-going risk assessment.
Club Vision
Ripley & Alfreton Tennis Club will provide high quality amateur sport sessions for all
members. This will be achieved through a progressive, inclusive programme that provides
recreational and competitive playing opportunities for all ages and abilities. The club will also
provide a pathway for player development.
3
4
Where are we now?
We are a local tennis club in the heart of Amber Valley that offers friendly social and
competitive playing opportunities for all ages and abilities, including Special Educational
Needs and Disabilities (SEND). The Club has a warm, welcoming club house along with four
tarmac courts, two of which are floodlit.
The Club aims to facilitate the advancement of amateur sport, providing facilities to
encourage more children, young people, and adults to start and continue playing tennis. We
offer coaching facilities for all players and all abilities, young and old, enabling players to
develop their talent through coaching programmes.
Participant Offer
General Provision
Children Adults - Men Adults - Women
Beginner Junior Coaching Rusty Racquets? Rusty Racquets?
Opportunities to play Opportunities to play Opportunities to play
Recreational available throughout available throughout available throughout
the week the week the week
Potential for adult
First team invitation First team invitation
Performer status for high
session session
performing juniors.
At the time of writing certain sessions are not taking place due to the Covid-19 pandemic.
These are under continual review.
Disability Provision
What opportunities Are facilities Do coaches have
does the club have for suitable for sufficient knowledge
participation by people with to work with people
people with this this disability? with this disability?
Impairment disability?
Blind or visual
accessible
impairment
Deaf or Hard of
accessible
Hearing
Learning
disability or accessible
difficulty
Mental health
accessible
condition
Club already holds
Autistic spectrum
weekly sessions for
disorder
children with autism
5
Not fully
Not fully inclusive for all inclusive for all
Physical
forms of physical forms of
impairment
impairment physical
impairment
Club Health
Membership
Our membership numbers are beginning to increase following the successful joining offers
that have been running since the start of 2020; in conjunction with an increased presence on
social media advertising the Club.
No of
No of No of No of No of No of
Age Group/ predicted
members members members members members
Session/ members
Dec 2019 Dec 2021 Dec 2022 Dec 2023 Dec 2024
Team Dec 2020
Adult (over 60
17
yrs) 56
Adult 19
Student 1 6
Junior (12-18
17
yrs) 21
Junior (12 yrs) 11
Social (non
0 3
playing)
Parental Play 0 9
New Member
0 29+10
Offers
TOTAL 78 121
Note: New membership categories were implemented from 2020 onwards. The 2019
membership figures match to updated categories for ease of comparison.
The Team
The Club is an unincorporated association with a constitution which outlines the rules and
articles of association that the Club operates by. As defined by the constitution the
committee is made up of a Chair, Vice Chair (x2), Treasurer, Secretary, President,
6
Membership Secretary, Elected Members (x4), and Welfare Office. The committee’s skill set
includes health and safety, safeguarding, digital marketing, and financial, facilities, and
resource management.
Our Club is run and managed by a team of volunteers who are elected to the management
committee at the Club’s Annual General Meeting (AGM). Our head coach, Phil Saddler, is
paid as a self-employed contractor.
Unqualified L3 (or Total
Area / Level L1 L2
above)
Coaches 2 1 3
Team Captains 3
Committee 8
Members
Other volunteers 0
Total 13*
*One committee member is also a level 2 coach
7
Insert photo
8
Facilities
Facility Facility Usage Day(s) Hours Cost Notes
Name Type (e.g. training/ Used Used (E.g. level of
(e.g. 5 a matches) usage, issues,
side opportunities)
pitch, 4
court
hall etc)
Club Building Toilet facilities, Open As and Utilities, Potential
House kitchen facilities, when club when refuse, lettings facility
waiting area, is in use required insurance, (Use of Club
meetings, social free hold house is
events significantly
lower due to the
Covid-19
epidemic)
Flood X2 Evenings during Week Oct 19- Oct 19-Jan Possibility to
Lights courts winter months days Jan 20 20 £292 open up
148 hrs electricity additional
costs sessions at
£1000 per weekends in
annum the evenings.
maintenance Floodlight costs
costs are subsidised
by members
through £1
meters
Courts 4x 2 courts not used Week 24% Annual Courts to be
courts evenings during days & Utilised maintenance cleaned every
winter months weekends 316 costs approx. other year.
hours in £1000 Court utilisation
June is 24% from
2020 May 2020
onwards.
Due to Covid-
19 all courts
must be booked
using online
booking
system.
Car park Car park Evenings & Week As Requires
weekends days & required resurfacing.
weekends Bike racks are
installed to
promote
sustainable
transport.
9
Finance
The Club is in a stable financial position and is working to ensure long term financial
sustainability. The projected year-end balance for 2020 is £20,000 (Note: some of these
funds are ringfenced for specific purposes e.g. SEND coaching, sinking fund, and club
development). The Club has been very fortunate to receive a £10,000 grant from the Retail
Hospitality and Grand fund during the Covid-19 pandemic, and a Derbyshire County Council
Action Grant to provide coaching and disabled access, which has significantly improved the
long-term sustainability of the Club and enabled the Club to bring forward some of the
actions identified in this development plan.
The table below shows the income and expenditure for 2019.
Dec-19 Dec-20 Dec-21 Dec-22 Dec-23 Dec-24 Dec-25
Annual
Income
Membership 6967.30
Income
Coaching 2710.50
Income
Grant 500.00
Income
Fundraising 515.52
Income from 1046.00
Floodlights
Competition 546.00
Income
Other 40.50
Income
Total 12325.82
Annual
Expenditure
Club 5477.22
Development
&
Maintenance
Insurance 726.80
Coaching 2411.00
Utilities 1384.53
Equipment 1114.78
Other 1941.13
Expenditure
Total 13025.46
10Opening 4985.37
Balance
Closing 4285.73
Balance
Movement -699.64
(Note: This table provides an overview of club finance and is not a replacement for a proper
balance sheet or statement of accounts. These figures do not directly relate to the figures
provided at the 2019 AGM due to a change in financial year reporting.)
Partnerships
The Club has linked with other local organisations to increase the number of people
participating in tennis and to share ideas with similar organisations. These include,
Swanwick Sports College, Holbrook School of Autism, Alfreton Park Community special
school, the LTA, Clubs Connected, and Amber Valley School Sports Partnership.
Organisation Relationship/Agreement Formal
Agreement?
Coach Contract in place from 10th June 2020 Yes
Swanwick Sports School SEND programme (subject to grant No
College funding)
Holbrook School for School SEND programme (subject to grant No
Autism funding)
Alfreton Park Special School SEND programme (subject to grant No
Needs School funding)
Amber Valley School Sharing of good practice Yes
Sports Partnership
Clubs Connected Sharing of good practice Yes
1112
Where do we want to be?
Club Vision
Ripley & Alfreton Tennis Club will provide high quality amateur sport sessions for all
members. This will be achieved through a progressive, inclusive programme that provides
recreational and competitive playing opportunities for all ages and abilities. The club will also
provide a pathway for player development.
Our Objectives
We have created several strategic objectives that we want to achieve. These have been split
into seven key areas that make up the pillars of work on the infographic. We will regularly
review progress against each of these objectives to ensure that we are on track to achieve
or complete them by the end of 2026.
Club Management and Governance
We will improve our governance processes to continue to ensure the Club is well managed,
including ensuring that the Club has the most appropriate legal structure by the end of 2021.
Membership
We will grow our membership numbers to 275 across all membership categories by the end
of 2026, with 100 members aged over 18 by 2022, while maintaining a variety of playing
opportunities for all members.
We will become a fully inclusive Club by ensuring all facilities are accessible to all by June
2021.
Coaching
We will develop a fun and engaging coaching programme, led by a level 3 or higher coach,
that helps to develop 70 juniors and 20 adults per year by 2023 and 120 juniors and 30
adults per year by 2026
Tennis Programme
We will create a tennis programme to provide playing social and competitive tennis for
members of all abilities to achieve a court utilisation rate of 50% by 2023.
Marketing
We will improve awareness of the Club in the local area through a mix of digital and
traditional media to generate 20 new members per year and 20 new participants into the
coaching programme per year.
We will ensure that our members are happy, achieving membership satisfaction of 90% by
the end of 2023.
13Facilities
We will become a fully inclusive club and achieve building sign off by completing the
pathway by the end of 2020.
We will install floodlights on courts 1 and 2 by the start of the Winter season in 2023
Finance and Fundraising
By the end of 2026 we will have contributed the LTA’s recommended amount into the sinking
fund (currently £60k) to safeguard the Club’s facilities and achieve long term sustainability
for the Club.
We will continue to ensure that membership fees are kept to a minimum through careful
financial management and diversifying income streams (eg. fundraising, grants, business
sponsorship, coaching etc) to continue to provide excellent value for money to all our
members. (We will measure this through the amount of surplus at year end)
How will we get there?
On the following pages are a series of tables outlining the specific actions that the Club is
going to undertake to achieve our objectives.
Each table is made up an action, a series of tasks, the resources required to achieve it along
with the lead person responsible for ensuring it is completed and a deadline for when we
want to achieve the set target.
In the “Lead” column, where a name is in brackets, this person will be providing support to
the lead.
14Club Management and Governance
We will improve our governance processes to continue to ensure the Club is well managed. Including ensuring that the Club has the most
appropriate legal structure by the end of 2021.
Action Task Resources Lead Aim to
Complete
by
To ensure that the management • Skill set audit for committee members to conduct Questionnaire MH Jan-21
committee has the adequate skill set gap analysis
to manage the club • Recruit new talent to committee to fill skills gaps RK Feb-21
Review the Club’s Legal Structure • Understand responsibilities of land trustees MH Nov-20
(DO)
• Committee to review structure and look at JH
available options (eg CASC or Charity) (MH)
If new Club structure recommended • Make proposal to membership at AGM/EGM JH
• Implement new Structure MH
Improve Governance processes • Role descriptions for all Club roles (inc committee LTA resources MH Apr-21
members)
• Formalising sub-committee roles and MH
responsibilities by creating terms of reference for (MK)
each sub-committee
Risk Management • Set up risk register MH Apr-21
Policies and Procedures • Review all Club policies MH Jan-21
Safeguarding Policy (CG)
• Create schedule of review agreed and KC
implemented
All Committee members and coaches • Committee members/coaches to apply for DBS CG Dec-20
to be DBS checked check
• Ensure DBS compliance is maintained at 100% CG Ongoing
1516
Membership
We will grow our membership numbers to 275 across all membership categories by the end of 2026, with 100 members aged over 18 by 2022,
while maintaining a variety of playing opportunities for all members.
We will become a fully inclusive Club by ensuring all facilities are accessible to all by June 2021.
Action Task Resources Lead Aim to
Complete
by
Grow membership • Review success of 2020 new member offer RS
• Agree an annual schedule of offers All
• Set up alternative tennis sessions to improve offer RS
(see tennis programme section)
• Advertise club and its offers (see marketing
section) MH
• Promote inclusive nature of Club MH
• Improve facilities All
• Run open days (in conjunction with LTA tennis RK (MK)
weekend events)
C-SC
• Provide coaching sessions for new members
• Junior programme to introduce new juniors into
PS
the Club
• Target membership offers and/or categories to MH (RS)
reach hard to reach demographics.
Retain Members • Improve facilities (see facilities section) JH (DO)
• Ensure plenty of playing opportunities for all ages RS (PS)
and abilities (see tennis programme)
• Annual Members satisfaction survey MH
• Members to be consulted on development plan MH
• Regular communications through monthly RK
newsletter
17Coaching
We will develop a fun and engaging coaching programme, led by a level 3 or higher coach, that helps to develop 70 juniors and 20 adults per
year by 2023 and 120 juniors and 30 adults per year by 2026
Action Task Resources Lead Aim to
Complete
by
Develop junior coaching programme • Develop outline coaching programme Marketing PS (C-SC)
• Contact local schools resources PS (C-SC)
• Advertise coaching sessions PS
Develop adult coaching programme • Develop outline coaching programme Marketing PS (C-SC)
• Cardio sessions to be established resources PS
• Beginner sessions to be established PS
To offer SEND coaching sessions • Continue to lase with local SEND schools Grant RK (CG)
• Apply for additional grant funding applications C-SC (MH)
18Tennis Programme
We will create a tennis programme to provide social and competitive tennis playing opportunities for members of all abilities to achieve a court
utilisation rate of 50% by 2023.
Action Task Resources Lead Aim to
Complete
by
Review current programme • Committee to review the current programme JH (RS)
and identify potential gaps/opportunities
• Advertise sessions to all members/non- RS (MH)
members (for sessions open to non-members
e.g. rusty rackets etc)
Social Events • Consult with members on demand for social RK/MK
events through member survey and newsletter
Provide competitive play • Develop singles box league DL
• Develop doubles box league RS
• Ensure correct number of teams entered into RS/DL/RK
leagues
Increase amount of tennis played • Using outputs of programme and booking RS (JH)
during day (8am – 3pm) system, review what sessions could be run
during the day PS (RS)
• Using outline coaching programmes and
booking system, review what sessions could RS (MH)
be run during the day
• Investigate potential of targeted membership
packages
1920
Marketing
We will improve awareness of the Club in the local area through a mix of digital and traditional media to generate 20 new members per year
and 20 new participants into the coaching programme per year.
We will ensure that our members are happy, achieving membership satisfaction of 90% by the end of 2023.
Action Task Resources Lead Aim to
Complete
by
Develop marketing plan • Create marketing plan MH
• Recruit someone to take on responsibility for MH
social media and website updates (not
necessarily a committee member role)
• Consider photograph permission when visual RS/PS/RK
media being used in line with General Data
Protection Regulations (GDPR)
Ensure consistent image used • Templates made for letters, posters, leaflets, JH
presentations
Raise profile of Club in local • New coach to liaise with schools PS
community • More active presence on social media As above
• Continue to link with existing partners and MK (RK)
explore other potential partners to improve
club profile.
• Looking into local business sponsorship.
Celebrate Club and members • Team results posted to social media RK/DL
achievements • Submit reports to local media outlets for MK (RK)
publicity (5 articles a year published)
• Include achievements in club newsletter RK
Ensure the Club is meeting the needs • Produce an annual club members satisfaction MH May 2020/
of all members survey Annually
21Facilities
We will become a fully inclusive club and achieve building sign off by completing the pathway by the end of 2020
We will install floodlights on courts 1 and 2 by the start of the Winter season in 2023
Action Task Resources Lead Aim to
Complete
by
Achieve building sign off • Collect quotes (at least 3 quotes per approach) Finance RS/JH/DO Dec-20
• Complete pathway
• Building inspection and sign off by council
Install floodlights on courts 1 and 2 • Agree Spec Finance JH/DO Oct-23
• Collect quotes (at least 3 quotes)
• Identify funding opportunities
• Raise funds
• Engage contractor
Improve outdoor facilities – These are • Carpark resurfacing N/A N/A N/A
low priority/long term suggestions and • Additional car park lighting
are included for reference • Outdoor table tennis table
• Hitting Wall
Improve indoor facilities – these are • Indoor table tennis, shower facilities, locker N/A N/A N/A
low priority/long term suggestions and facilities/storage
are including for reference
Maintain facilities at current standards • Develop annual maintenance plan to include Finance JH/DO/MK/RS Dec-20
costs within annual budget Time
22Finance
By the end of 2026 we will have contributed the LTA recommended amount into the sinking fund (currently £60k) to safeguard the Club’s
facilities and achieve long term sustainability for the Club.
We will continue to ensure that membership fees are kept to a minimum through careful financial management and diversifying income streams
(eg. fundraising, grants, coaching etc) to continue to provide excellent value for money to all our members. (We will measure this through the
amount of surplus at year end)
Action Task Resources Lead Aim to
Complete
by
Become financially sustainable • Develop reserves policy MH
• Annual budgeting process MH
• Improved financial reporting against budgets MH
Identify alternative income streams • To look at local and larger grants in RK/MH
consultation with CVS
• Court sponsorship MH
• Team sponsorship MH
• Fundraising RK/MK (MH)
Meet sinking fund recommendation • Create annual budget and set membership MH Nov-20
fees accordingly
Minimise membership fees • Bring in income from alternative income MH
streams
• Ensure that membership fees are carefully MH
considered each year, to support meeting the
long-term aims of the club, whilst taking
account of the financial climate.
• Annual budget process to ensure that club can MH
meet commitments but doesn’t make a large
surplus in the year
Properly finance all of the Clubs • Annual budgeting process MH
activities • Sub-committees/budget holders working within All
their budget
2324
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