ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT

ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT

TennisInternational View Federations Sport Personas in for Consideration Analysis Previous NZ Implications and Findings General View 34 Tennis of Current State The in NZ Community Key View Next Principles/Mental Background Steps Models 8 like? Look Success What Does Summary CONTENTS

25 3 6 13 9 38 23 19 10 5

PURPOSE OF THIS REPORT The purpose of this report is to capture the outcomes from Stage 1 of the Tennis in Roles and Responsibilities Review. Stage 1 focuses on developing a clear and agreed picture of the current state of tennis particularly with regard to actual and perceived roles and responsibilities of the different organisations. 3 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT addition, the Working Group have reviewed various analysis that have been done in tennis over the past few years, and reports on sport in general. in sport on reports and years, few past the over tennis in done been have that analysis various reviewed have Group Working the addition, In discussions. hoc ad and tennis of participants all to asurvey Zealand, New around 14 in centres 19 of sessions tour aconsultation included has community tennis the with Engagement meetings. call conference numerous had have and twice person in met have Group Working The Working group members: SUMMARY Marcus Reynolds Ian Douthwaite Amanda Hopkins John Gardiner Julie Paterson Ross Morrison Jenny Fitzmaurice Lesley Ferkins Dale Harrison Leonie Dobbs John Penny Jo Grimwood CEO Tennis Region–replacedBrentRobinson/Amanda Hopkins Board memberTennis Region– replacedChrisBailey Canterbury Board memberTennis AucklandRegion–retiredAugust2018 Coach MarlboroughTennis CEO Tennis NZ Board memberTennis Seniors Head ofParticipation andCoachingTennis NZ Board memberTennis NZ Former ChairofNorthcoteTennis Club Board memberTennis CentralRegion Board memberTennis Waikato Bays Ops ManagerTennis SouthlandAssociation Overview of Stage 1 | Focus Areas for Stage 2 Stage for 1|Focus ofStage Areas Overview

STRENGTHS FOCUS AREAS FOR STAGE 2 KEY FINDINGS STRATEGIES another. 8. Restatetheroleofcoaches intennisNewZealand,theirresponsibilitiesacrossthe valuechainandtheirrelationshipwithtennisClubsone thecontextofcurrentchallenges many faceinfacilitymanagement. andconsiderthedifferentorganisationalresponsibilities in 7. Definethedifferentresponsibility areasoffacilitymanagementfromstrategythrough todelivery needtotake placepriortofurtherresponsibility considerations. inthisarea Considerationoftheresponsibilitiesdifferentorganisationsinthisareaiscritical,howeverdiscussionsond esired changes(orotherwise) 6. Culture, perceptionandmarketing oftennishasbeenidentifiedasapossibleconstraintto the growthanddevelopmentoftennisinNewZealand. andClubs. process,andtheirrelationshipwiththeAssociations 5. ConfirmtheroleofAffiliateorganisations,inrelationtoactivitiesthatTennis NZperformsnow andundertherecommendationsfromthis models,andadministrativecompliance activities. ofapproachacrossboth tennisdelivery consistency (Tennis4. Considertheroleofdifferentorganisations andbusinessmodels, Associations andClubs) Regions, inprovidinganddevelopingnewdelivery NZ, managers. especiallyconsideringtheirrelationshipwithClubs andinsomecasestheirdualroleasfacilityowners/ theexpectationsofAssociations, 3. Clarify 2. DeterminethefutureofRegions,bothintermstheirfunctional andgovernanceroles. andthereforethedirectionfortennisinfuture. 1. GainingaclearunderstandingofourTennis mentalmodelstosetthefoundationforhowwethinkabouttennis,whattrulybelieveisimportantin 10. Nationalprogrammes(Tennis HotShots,CardioandTennis wellregarded,,andtheseshouldbebetterpromotedsupported. Xpress) arevery Thiswasthemostconsistentrequestforchange. –includingprogrammes,compliance,businessmodels,marketing9. CapabilitytoolkitswouldbeofrealbenefittoClubsandAssociations andadministration. marketing ofparticipationprogrammes. 8. PromotionoftennisingeneralNewZealand,andtoimprovetheimageprofilewereconsideredgreatim portance, includingnational Association) facilities,andinclubcapacitygeneral.TheroleofTennis NZandothersiscritical tounderstand. bothinunderstandingthepurposeandownershipoflarge‘regional’(or 7. Thereisaneedforstrategicapproachtofacilitymanagementacrossthecountry, becauseofconflictswithmembersorcoaches,and/oralackcapabilityandtools. implementationischallengingeither 6. Membershipandthechangetocasualplayisastruggleformany clubs,andevenwhereitisbelievedtobeimportant, sports. was‘notalignedwithwiderNZ’ andthatit 5. Thecultureandsomecorebeliefsoftennismaypresentobstaclesinmaximisingparticipation.Therewasciteda intennisof‘exclusivity’ alwaystothebenefitoftennisingeneral. Theserelationshipsarehighlyinconsistentandnot 4. Theroleofcoachesandtheirrelationshipwithclubsbusinessissometimesinconflict. withtheconstitutionalaimsofRegions. 3. Regionshaveevolvedintothreedifferentmodels,andwithoneexception arelargelyfocussed ontheassemblyofrepresentativeteams.Thisisnotconsistent hasfacilityresponsibility. arestrugglinginsomecasestoshowvaluetheirclubs.ThisisparticularlypronouncedwhereanAssociation 2. Associations callforstrongerleadershipfromTennis NZ. anda 1. ThereisageneralbeliefthattennisinNewZealandnotaligned,termsoftheinconsistentpurposeandresponsibilitiesRegionsAssociations, house Schools andcommunity workingtogether |Tennis accessible |Wideageandgender appeal|Qualityandnumber offacilities|Business isvery Great coaches|SocialJunior tennis|EngagedcommitteesSeniorCommitted administrators|HotShotsNewtennisoptions Supporting ClubsandCommunitiesto flourish throughtennis ENABLE

New Zealandplayersarewinningonthe international stage WIN

Tennis isawellfundedbusinessandhas system thatenablesgrowth SECURE

4 5 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT • • • • • • • • • • • • • • • • survey. the and The following was drawn from responses during the consultation SUCCESS LOOK LIKE WHAT DOES “Fun, enjoyment in participating.” in enjoyment “Fun, internationally.”“More competitive together.” working “Clubs “Facilities that aren’t deteriorating.” tennis.” of love alifelong having “People .” together going “Families .” socially at be to places court the off and on great being –and seams the at bursting “Clubs and best practice.” ideas share –can time the all wheel the reinvent to have don’t “We people.“ young for especially game, the into getting of ways “New teenagers.” younger for –esp. ages the through numbers “More ages.” all of players tennis “Happy tennis.” in just not lives, whole people’s on coaches of “Influence owning“Everyone a racquet and getting out.“ etc.” access casual supports that change “A culture game.“ the for good the for here and page same the on all are “We “Full courts.” aligned system Effective, Effective, and performance Strong brand and visibility Pathways performance

Great top Great top

Great venues

Financial viability Doing social good better coaches More and

Healthy lifestyles environment social Vibrant Full courts Growing membership Strong juniors for all for Opportunities BACKGROUND Why the review The objective of the structural review for tennis in New Zealand is to identify the optimal • Determine the changes required to support the agreed model and governance structure. sustainable delivery model and governance structure for Tennis in New Zealand to support • With respect to the existing organisations, all aspects are in scope including Tennis NZ, the agreed Strategic Framework, considering the roles, responsibilities and capabilities of the Regions, Associations, Clubs and Affiliates. different entities responsible. In other words, what is the most effective and efficient way to The delivery model and governance structure of tennis includes: organise ourselves to give effect to the Strategic Framework. • The organisations/entities involved in tennis. The scope includes: • The roles and responsibilities of these entities. • Definition of the issues, risks and strengths of the existing delivery model and • Communication and engagement protocols, both formal and informal, necessary for the governance structure. effective functioning of the delivery model. • Development of an optimal delivery model that represents the tennis market and • The governance structure required to support this. governance structure, taking specific consideration of the strengths of what we have There is a recognition that a one size fits all approach is unlikely to be the outcome considering today and the needs moving forward to achieve our Strategic Framework. This will the diversity of population and geography in New Zealand. include a clear definition of the roles and responsibilities of the different entities in Tennis. Underlying the review outcomes will be the definition of a set of key principles or mental models that will drive thinking and decision making.

Tennis in New Zealand Strategic Framework The Roles and Responsibilities Review is done within the context of the Tennis in New Zealand Strategic Framework. The Strategic Framework was confirmed by the Tennis NZ Board in October 2017 and takes tennis through ENABLE WIN SECURE to 2022. Supporting Clubs and New Zealand players Tennis is a well-funded Our strategic objectives Communities to flourish are winning on the business and has a system through tennis international stage that enables growth Tennis NZ, working collectively with the tennis community, aims to achieve the outcomes described to the left. All of our work and monitoring of progress will be designed around fulfilment of these objectives.

6 7 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT • • • • • • • • • • • • • • • including: change for were which of findings key the members, of survey a included work Committee The review. current the of context the in activity this consider to important is It structure. membership Regional the to Tennis NZ of membership Association from change the in resulted ultimately This Committee”). Maiden (“The a committee a consolidated regional model from the existing association model. The Council established into restructure to principle in resolved Council the Tennis, Zealand New of AGM 2005 the At 10. page –see today see we structure the in resulted change incomplete This reversed. cases, some in and, implemented partially were changes role and structural the however implemented, were changes governance The Regions. the to Associations the from Tennis NZ of membership change and structure regional the implement to Committee Maiden the of recommendations the was it as review this of context the in critical is This outcomes. and report Committee Maiden the of asummary is here Presented CommitteeMaiden report Improved facilities management Improved support for regions, clubs and volunteers Improved of delivery national programmes capability management/staff Improved Improved uniformity of approach Improved communication profile public tennis and marketing/promotion Improved Improved coaching programmes Improved high performance programme Increasing tennis participation funding Increased Working as one team with regional autonomy Improved constitutions ofConsolidation current Associations Strong national leadership specifications of the national strategic plans.” strategic national the of specifications be responsible for DELIVERY of all tennis in the area to the standards, measures, and and measures, standards, the to area the in tennis all of DELIVERY for responsible be and monitor the consistent delivery of the regional programmes. Regional Centres will will Centres Regional programmes. regional the of delivery consistent the monitor and monitor the development of STRATEGY following consultation with the tennis community community tennis the with consultation following STRATEGY of development the monitor programmes. national of delivery consistent is there “…to deliver national strategies regionally. In other words, Tennis NZ will administer and and administer will NZ Tennis words, other In regionally. strategies national deliver “…to – as described was Regions the of role The and improved is making decision aligned, are planning strategic and constitutions that such “… New Zealand must be the catalyst for change. for catalyst the be must Zealand New overly fragmented tennis administration... the present unacceptable performance of tennis in in tennis of performance unacceptable present the administration... tennis fragmented overly “The current legacy structure of Tennis NZ and 25 independent Associations has led to an an to led has Associations independent 25 and NZ Tennis of structure legacy current “The and new initiatives.” new and “In short, the proposed restructure will provide a sound foundation to develop new strategies strategies new develop to foundation sound a provide will restructure proposed the short, “In The rationale for change from the Maiden Committee was – – was Committee Maiden the from change for rationale The findings. review Responsibilities and Roles the with consistent are findings these autonomy”, regional with team one as “Working exception the With of “Consolidation of current Associations”, and “Improved constitutions” The The needs. and future facilities existing conversations with and funders councils around and the will country provide a snapshot of support to tool avaluable be will document framework This owners/operators. facility A highlighted. clearly be to need review this from recommendations the of aresult as structure tournament the to implications any however national tournament the of structure A review concurrently: running initiatives related three are There Related initiatives responsibility of Tennis NZ and in some cases Associations. Associations. cases some in and Tennis NZ of responsibility the considering with especially Zealand, New in tennis in role their to as organisations affiliated the of afew with discussions concurrent been have there that note to useful is It questioning of the value, there was acceptance of the necessity. some was there though even general, In pay. to refusal cases, afew in or Tennis NZ or of times during the consultation, questioning the value received either from the Association national facilities framework national affiliation fee structure is being developed by Tennis NZ, in conjunction with key key with conjunction in Tennis by NZ, developed being is is being reviewed. Affiliation fees came up a number number upa came fees Affiliation reviewed. being is is outside the scope of this review, review, this of scope the outside is NEXT STEPS Communication of Stage 1 outcomes on desired changes (or otherwise) in this area need to take place prior to furthering responsibility considerations. A summary of this report will be sent to all Regions and Associations, with the request to forward this summary to all their clubs and to actively seek discussion on the report. • Define the different responsibility areas of facility management from strategy through to delivery and consider the different organisational responsibilities in the context of the A consultation process is included in this communication to seek feedback from Regions and current challenges many face in facility management. Associations on their view of the report findings and focus area for stage 2. • Restate the role of coaches in tennis in New Zealand, their responsibilities across the Presentation of these findings along with proposals for discussion will be presented in tennis value chain and their relationship with tennis Clubs and one another. October 2018 at the Tennis NZ AGM. Focus areas for Stage 2 Outcome from Stage 2 As per the terms of reference, the outcome from Stage 2 will be a recommended optimal In considering proposals for change, the Working Group believe the focus needs to be: delivery model and governance structure, taking specific consideration of the strengths of • Gaining a clear understanding of our Tennis mental models. These set the foundation for what we have today and the needs moving forward to achieve our Strategic Framework. This how we think about tennis, what we truly believe is important in tennis, and therefore the will include a clear definition of the roles and responsibilities of the different entities in tennis. direction for tennis in the future. • Determine the future of Regions, both in terms of their functional and governance roles. Timeline • Clarify the expectations of Associations, especially considering their relationship with Communication of Stage 1 outcomes their Clubs and in some cases their dual role as facility owners/managers. September, 2018 Development of proposals for discussion by the Working Group • Consider the role of the different organisations (Tennis NZ, Regions, Associations and Clubs) in providing and developing new delivery and business models, consistency October, 2018 Presentation and discussion of proposals at AGM of approach across both tennis delivery models, and administrative and compliance 2018-2019 Meetings and workshops around New Zealand to discuss local activities. implications of the proposals • Confirm the role of the Affiliate organisations, in relation to activities that Tennis NZ 2019 Agreed changes embedded across Tennis in New Zealand performs now and under the recommendations from this process, and their relationship with the Associations and Clubs. • Culture, perception and marketing of tennis has been identified as a possible constraint to the growth and development of tennis in New Zealand. Consideration of the responsibilities of the different organisations in this area is critical, however discussions

8 9 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT >> NOTE: >> we that consciously or unconsciously form descriptions from our experiences verbal that guide and our and actions. thoughts images, ideas, beliefs, include models Mental problems. solve and decisions, make life, understand to use we that tools thinking the are They behaviour. and perception our guide models Mental mind. your in around carry you that view world or framework, concept, of sort any for term overarching an is model A mental MENTAL MODELS PRINCIPLES/ KEY • • • • • • • • • • • • • • • • Free? Accessibility? Isthissomethingwewant? Discipline, focus,commitment Likeminded people–meetingsocialopportunity Lifelong friendships–comradery Global footprint Any gender Any age Fitness, healthandgeneralwellbeing Family friendly Individual experience–memories Escapism Professional coachdelivery Affiliation –partofagroup.Thiscanbebarrierforpeoplecomingintotennis. Enjoyment Striving togetbetter–personalperformance/challenge wheneveryouwant Time toplayaslongorshortyouwant, further discussion and refinement of this is necessary, considering comments from consultation. from comments considering necessary, is this of refinement and discussion further MENTAL OFTENNIS MODELS • • • • • • • • • How canTennis NZaddvaluetothesystem? framework (fromTennis NZ) Promoting innovation,self-organising butwithoverarchingguidance/ Putting effortinrelationships Sharing expertise,supportingtheentitiesinoursystem Tennis NZresourcingandguiding Tennis NZfacilitatingnotcontrolling Inviting commitment Sharing theleadershipacrossoursystem Attracting greatpeopletosupporttennis(boards/committeesetc) KEY PRINCIPLES KEY THE CURRENT STATE OF TENNIS IN NEW ZEALAND REGIONS ASSOCIATIONS SUB ASSOCIATIONS CLUBS MEMBERS NOTES Northern Northern – Auckland’s 49 5,195 Northern Region operates primarily on Auckland’s North Shore. Ad hoc North Shore (Region) communication and invitations for events are made to the Northland Northland Association, otherwise Northland operates independently. The Northland Association services only the Whangarei metro area. The Northern Region and the Northland Association manage facilities

Auckland Auckland (the Region) 57 8,483 Auckland Region is essentially a single Association region as Counties Counties Tennis Manukau operates largely independently. Auckland Region manages multiple facilities.

Waikato Bays Waikato Thames Valley 54 5,598 Waikato Bays Region exists fundamentally on paper only. The Chairs of Tennis Eastern the Associations take turns to chair the Region and attend to compliance Bay of Plenty issues. Western Bay of Plenty The Associations operate completely independently. A trust in Waikato Thames Valley manages a facility.

Central /Kapi Mana North Taranaki 81 5,757 Central Region acts as an Association supporting the Wellington and Taranaki South Taranaki Kapi Mana clubs, and fulfils regional responsibilities working with these Manawatu Associations. In recent times Central has instigated meetings with the Wairarapa associations for collaboration and communication. Central is confirming an Hutt Valley MOU to define its regional responsibilities. Wanganui The Wellington Association still exists as the owner of the Renouf Centre. The Central Region manages the Renouf facility.

Canterbury Canterbury Hurunui 116 7,510 The Canterbury Region is effectively the original Canterbury Association (the Region) Ellesmere with a focus on metropolitan , the rural Canterbury clubs are Nelson Bays Mid Canterbury fairly autonomous as are all the Associations in the area. Marlborough North Canterbury A trust owns the Christchurch facility, formerly owned by the Canterbury West Coast Malvern Association. Canterbury Region manages the Christchurch facility.

Southern Southland Southern Lakes 63 1,775 Southern Region exists fundamentally on paper only, with compliance Otago primarily managed by the Otago Association. North Otago The Associations in the area act completely independently. Otago and South Canterbury South Canterbury manage facilities.

10 11 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT Membership trends 2011-2018 The overall decline has been steady, but decline year-on-year has been inconsistent, including years of two increased membership. period. the over 7% of growth experiencing Bays Waikato with regions, Southern and Central the in been have 2010/11 from declines period 2017/18. to 7-year percentage the largest during The 12% by nationally reduced have levels Membership levels membership and Participation 10,000 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 0 understanding what this means financially and in terms of court capacity capacity court of terms in and financially means this what understanding This decline in membership is steadily shifting to an increase in casual casual in increase an to shifting steadily is membership in decline This players. Note, the graph represents player numbers only. Ideally Ideally only. numbers player represents graph the Note, players. for analysis. clubs is and important associations Southern Canterbury Central Waikato-Bays Auckland Northern Year on year change Membership to casual shift 2017-18 2016-17 2015-16 2014-15 2013-14 2012-13 2011-12 - 0.7% - 4.6% - 4.0% - 3.2% + 1.0% + 3.9% - 5.0% same period. this over 30% by increased Zealand New of population the considering significant more even is which membership, in decline 39% 1985 from –2015, a years see 30 we Over

Performance Tennis NZ currently operates a four-person performance team; High Performance Director, National Coach, Development Coach and Physical Performance Coach. In addition, Tennis NZ retains the services on a contractual basis of Davis/Fed Cup Captains and a small number of travelling coaches with our age-group representative teams. Auckland, Northern and Canterbury have varying levels of capacity in their regional performance programmes, with Central currently in the process of establishing a regional performance programme. Tennis Auckland has the only full-time commitment in performance and Tennis NZ and Tennis Auckland have begun a 12- month trial joint venture to fund a Development Coach position. Tennis NZ have identified the need to ensure there are quality coaches at all levels of the game ranging from volunteers, participation to performance coaches and are now working to bridge the gap between participation and high-performance coach development. There are significant gaps in the quality and quantity of performance coaches throughout the country. At the national level, Tennis NZ’s role in talent identification is through the running of specific identification camps and coach attendance at pinnacle national events – primarily National Championships and Masters series events. Tennis NZ has also established criteria and benchmarks for a national performance programme as well as framework for regional programmes. The specificity, care, and understanding required to create the follow through from identification through development to performance is a major gap throughout the country. There are very few environments throughout New Zealand currently doing this at the level required and the regional programmes have most likely historically underperformed. Tennis NZ plays a role in supporting New Zealand players based locally and overseas and this varies for different athletes at different stages of their developmental journeys. Support for leading juniors is delivered in various forms including full duty of care, pastoral support, significant travel, parental education, training and competitive support for extensive periods of time whilst abroad.

12 13 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT Responses by organisation type In the case of the survey, responders were also asked their specific role within the organisation. organisation. the within role specific their asked also were responders survey, the of case the In follows. as down breaks engaging stakeholders of types The respondents. 304 had survey The all. in attendees 225 with 13 in centres, 19 sessions Tour included Consultation The concurrently. ran that 2018 asurvey and Tour April/May in aConsultation from developed was view Tennis community The VIEW COMMUNITY TENNIS Tennis NZBoardorWorking Council, RST, School Association Affiliates Region Coach Other Clubs 0 40 Survey 60 80 Tour 100 120 140 160

180 Responses by role (survey only) (survey role by Responses Volunteer Administrator Paid Administrator Volunteer Coach Paid Coach Governor Other 0% 5% 10% 15% 20% 25% 30% What is working well

14 15 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT The following chart shows responses regarding what people believed their organisation (or individual in the case of coaches) responsibilities were. responsibilities coaches) of case the in individual (or organisation their believed people what regarding responses shows chart following The Perceived responsibilities This section summarises responders understanding of the roles of the organisations in tennis. New roles tennis in in ofthe Zealand Understanding amy graph test.docx 10% 15% 20% 25% 0% 5% tennis promoting in role a Everyone has

with other results with other is consistent alignment TNZ on focus of Lack development membership with do to little Regions have Assoc’s and challenge Despite the p 1

Associations a role in this in role a clubsonly see important, very is social Although

Clubs improvement needingarea is a consistent Communication Regions

Coaches 31 August 31

2018 improve believe we need to many that area An

community on focus Little responsibility acollectiveare opportunities participation that Positive

on HP on attention Minimal

Degree of interaction with the different primary organisations in tennis of Associations only. The majority (70%) understand the Associations role and most (61%) Almost all responders to the survey (97%) are aware of Tennis NZ, with more than half (58%) have direct connections with their Association, with only 10% saying they never have any having an in-depth or high-level understanding of Tennis NZ’s role. 35% have some direct interaction. More than half have frequent interactions, with roughly half describing these as collaboration with Tennis NZ. Most of this interaction is infrequent or ad hoc, with only 26% effective or highly effective. describing the relationship as effective, and 30% describing it as not effective. Considering the responses regarding the Regions and Associations it is clear that the difference between these two organisation types is very unclear and the understanding of the responsibilities of each is not clear. As such, we have presented data below on the perceptions

Degree of interaction with TNZ and Associations Effectiveness of relationship

Close cooperation/collaboration Highly effective

Direct contact Effective

No direct collaboration, but are aware Moderately effective No real communication or sharing

No interaction and rarely considered Not effective

0% 10% 20% 30% 40% 50% 0% 5% 10% 15% 20% 25% 30% 35% 40%

Tennis NZ Association TNZ Associations

Given the role of Tennis NZ today, the degree of interaction response is to be expected, however, 74% describe the effectiveness of the Tennis NZ relationship as only moderately or not effective.

16 17 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT • • • • were: themes key The responses. of number asmall only were there Regions, and Associations with improvements for areas to respect With improvement. for area biggest the being general in communication with suggestions, of anumber were there improved, be could Tennis NZ with interactions that ways considering In

General supportforthetennisorganisations Support and assistance involvedMore leadership events club at Presence partnership Increase Justify and/orreviewaffiliationfees Justify Improve communicationingeneral Coach supportandaccreditation Aligned strategy No change Region What could Tennis NZdoto improve ourrelationship? 0 Association 5 10 Club 15 Coach Organisation 20 25 30 35 40 45 50 Interaction with Affiliates With the exception of the International Lawn Tennis Club (32%), most people are aware of the Affiliate organisations, with awareness greatest with Seniors, Umpires and Coaches (around 70% in each case). The level of interaction is generally low, with the exception of Seniors and Coaches, more than half of responders had no communication or interaction, with the least interaction with Wheelchair and Aotearoa Maori at 85%.

Degree of interaction with Affiliate organisations

Close cooperation/collaboration

Direct contact

No direct collaboration, but are aware

No real communication or sharing

No interaction and rarely considered

0% 10% 20% 30% 40% 50% 60% 70% 80%

Tennis Umpires Association Tennis Coaches Association International Lawn Tennis Club of NZ

Tennis New Zealand Seniors Aotearoa Maori Tennis Association NZ Wheelchair Tennis Association

Further analysis of the Tennis Coaches Association response shows a misunderstanding of the role and function of this organisation, and therefore it is difficult to assess the validity of these responses. General themes on how the various Affiliates could improve their relationship with the tennis community: • Communication in terms of their purpose and achievements; and • Develop specific opportunities to interact with the rest of the tennis community.

18 19 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT The following section describes the ten core themes identified during the consultation tour, including the key findings and implications of these. of implications and findings key the tour, including consultation the during identified themes core ten the describes section following The AND IMPLICATIONS GENERAL FINDINGS Clubs. and cases adysfunctional, oratleastdisconnected relationship developsbetween theAssociation struggling to‘sell’theirvalue theirclubsandinsome The resultofthis issomeAssociations communities. the clubcommittee,resultsinoften poorlyserved finding thatgenerallyclubsdeliver, notspecificallytocommunityneed, butrathertotheviewof Club collaborationisgenerallylow, istakingaleadingrole.Coupled withthe unlesstheAssociation clubs toself-organise. metropolitan area,forexample providinginterclubonlytoclubsinthemetroandrelyingonrural whichencompassmetropolitanandrural areastendtoprioritisetheneedsof Associations seeking improvementswithintheirrelationshipAssociations. Presence, leadership,communication,supportandassistance are thetopicsthatclubsprimarily that theydidn’t useorcompetedagainstthem. for participants. In some cases, clubs resented their affiliation fees being spent to maintain a facility with theirclubs,duetoafocusonmaintainingthefacility, andinsomecasescompeting withclubs whichmanageda facility generallyhadapoorerrelationship A themeemergedthatAssociations tennis inthearea. and capabilityopportunitiestotheirclubs,take alead inlocalfundraisingandactivelypromote provideminimalinterclubcompetitionsandattheotherendsignificantsport Associations toClubsvariesconsiderably. Ataminimum ofAssociations The perceivedqualityofdelivery areAssociations strugglinginmany cases to show value to theirclubs. operated inamoreisolationistmode. In somecases,alackofalignmentwaslessconcernwheretheclubsorassociationsinvolved dysfunctionality. different entities.However, specificconcernswereraisedinareaswheretherewasgreater The majoritydounderstandtheoverallstructureandintendedrolespurposeof a consistentcallforstrongerleadershipfromTennis NZ. aswellasenseofbeing“directionless”and“highlyfragmented”.Therewas but alsoAssociations alignment wasstatedintermsoftheinconsistentpurposeandresponsibilitiesprimarilyRegions, There isageneral(butnotuniversal)beliefthattennisinNewZealandaligned.Thislackof Alignment oftennis inNZ FINDINGS collaboration wherethereisnotself-organisation? bedrivingthis represents agoodopportunity. ShouldAssociations Club collaborationhashistoricallybeenlow, butifthiscanbeimproved work effectively. Consideration ofmodelsforassociationswithbothmetroand ruralclubsthat and concurrentlysupportingtheclubenvironment. Further managingfacilities examinationofthechallengesfacedbyAssociations positively. perceived very cansupportclubsincapabilitytherelationshipis Where theAssociations diverse Associations. insupportinggeographically Consideration oftherolesub-Associations alignment. The currentgovernancestructureisnotworkingeffectivelyincreating ofanoverarchingapproachtocoreaspectsshouldbeachievable. consistency modelwillnotwork,but asingle,completedelivery distribution etc. Due totheregionalvariationsinNewZealandincludinggeography, population how toextendthisisimportant. andeffectiveness–understandingwhatisworkingwell levels ofefficiency ofapproachtoactioningstrategicobjectiveswillresultinvarying Inconsistency challenging todeliveranalignedstrategicoutcome the fragmentationandlackofcollaborationconnectionwillmake it Although theremaybealignmentatthehighestlevelofstrategicobjectives,

IMPLICATIONS FINDINGS IMPLICATIONS Capability and capacity of Club (and Association) Administration is a struggle, including Under these conditions managing significant changes including, implementing concerns with supporting casual participation alternate membership models and casual participation will be challenging for Attracting club volunteers was an often-cited issue, with the belief that club committees are many clubs. aging, potentially resulting in a future crisis. This is exacerbated with the increased compliance Consideration of the roles of Associations and Tennis NZ working directly with complexities. clubs is critical. Specific concerns were raised about clubs’ readiness to support casual participation, both in terms People spend time learning, then burning out and then leaving – is a spiral that of general strategies and capability. Club committees are in general still very member focused needs to be addressed for long term sustainability. (although there are clear exceptions).

Capability toolkits would be of real benefit to Clubs and Associations Clearly significant benefit in providing toolkits and this activity should be Clubs (and to a lesser extent Associations) consistently requested toolkits to support club prioritised. capability. This included: Consider the extent to which new things need to be developed and to what • Policies and other governance collateral extent sharing of models and methods can be facilitated to achieve the same • Marketing, including support for the promotion of national programmes (Hot Shots etc.), end. This would include case studies and systems to support collaboration. social media support etc. Learning from other sports, including Squash NZ that have successful models. • How to’s on funding applications and guidelines for funding options (and direct support in some cases) • Software including several requests for information on ClubSpark. In addition, ways to share good ideas and lessons across the tennis community – this was believed to be a role that Tennis NZ should fulfil. Culture, perception and marketing of tennis is not supporting growth It is necessary to develop approaches to breakdown these barriers and The culture and some core beliefs of tennis may present obstacles in maximising participation. perceptions. This may include new products that suit different player There was cited a culture in tennis of ‘exclusivity’ and that it was ‘not aligned with wider NZ’ sports motivations – Cardio Tennis and Tennis Xpress both fit this model well and – ‘NZ culture is more on team sports’. Tennis clubs are often believed to be ‘intimidating to new could be given greater exposure. players’. Approaches to basic coaching should be reviewed. Tennis is described as a ‘a hard game to play’ and there is a core belief that coaching is necessary Growth from returning players is crucial and pushing this earlier will be to enjoy tennis and therefore believed to be hard for beginners. This is contrary to the perception significantly beneficial – again through product and coaching approaches. that other sports are trying to portray themselves as easy and that anybody can play. The changes Consider how to better integrate community owned facilities into the tennis in the game including increased aggression and explosiveness, driven in part by equipment has community. exacerbated this issue. We need to think about the value model and image of tennis and determine The cost of tennis is often cited as a barrier, despite the cost of membership being comparable to what we want that to be. other sports, however this is likely linked to the need for coaching. The need to better promote tennis in general in New Zealand to try and improve the image and profile of tennis was considered a strong need, including national marketing of programmes (such as Tennis Hot Shots), generally encouraging causal participation and shifting the perception of tennis as a purely a summer sport. This is a core role Clubs and Associations are looking towards Tennis NZ for. 21 20 21 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT • • • Post consultation, three regional structures have become evident: There wasastrong,butuncommon viewthatingeneralthereareprobablytoomany tennis clubs. sports andthebeliefthatCouncils valuesupportingrecreationoversport versusteam of Councilsformulti-sportfacilities, thenumberofpeoplepercourtthattennisserves ofthisincludestrugglingtomeettheneeds facilities asitwaslargelymember funded.Examples belief thattennisisnothistorically positionedtodealwithCouncilsandotherexternalfunders on Relationship withterritoriallocalauthorities(Councils wasachallengeformany, etc.) witha responsibility andtheirrelationshipwithclubs. withfacility facilities. ThisissuewascoupledwiththeearliercitedfindingrelatedtoAssociations owned,larger The financialsustainabilityoffacilitieswasaconcern,mostcutelywithAssociation taking astrategicviewoffacilities. Associations, RegionsorClubs fewexamplesof Therewerevery benefits ofindoorfacilitiesetc. lighting upgrades) toanationalfacilitystrategy thatrecognisedchangesinpopulation,the A fullrangeoffacilityissueswereraisedfromtheneedforadvice infacilitymanagement(e.g. There isaneedfor astrategic approach to management across facility thecountry generally prettyclear. way areWaikato-Bays andRegionare andSouthern.TheresponsibilitiesoftheAssociations withtheClubs(e.g.Interclub). TheRegionsthatarestructuredinthis other aspectsofdelivery managingall isgenerallyrestrictedtoorganisingrepteams,withtheAssociations delivery anddeliversequallytoall.Inthesecasesthe A RegionthatcontainsmultipleAssociations ultimately theClubs. and fromtheRegionstoAssociations delivery expectations, andthevariabilityofservice uncertainty astotheroleofRegionandtheirrelationship.Thisispossiblydueunclear withintheseRegionsexpressedthegreatestdegreeofconfusionand The Associations andNorthern. Region deliverlocally. TheotherRegionsstructuredinthiswayareCanterbury Wellington metro(Wellington andKapi-Mana),intheCentral whiletheotherAssociations initsregionalboundaries.Centralbeinganexamplewherefocusison the Associations teams, perhapssomeregionalcompetitionco-ordinationandcommunication) with withlimitedinteraction (namelyrepresentation single (orperhapstwo) boundary, Association butprimarilyfocusesondeliveringwithinanold A RegionthatcontainsmultipleAssociations, are clear. example ofthesecondmodelbelow. Inthiscasetheroles,responsibilities andrelationships Although CountiesTennis soAucklandcouldactuallybean stilloperatesasanAssociation A Regionthatoperatesasacohesivewhole.–Aucklandbeingtheonlyexampleofthis. FINDINGS considered. it isthestructureorexecution of thestructurethatisatfaultneedstobe the regionalmodelisnotfulfillingitsobjectives.However, determiningwhether clearly achallengeandorganicallyorformallydevelopedalternativessuggest Regions abilitytoinfluencealargegeographicareainany meaningfulwayis competition reviewisassumedtomaintainsomeformofregionalcompetition. responsibility forthisneedstobeconsideredinany structuralchange.The The regionalrepresentativecompetitionisbelievedtobevaluableand experience ofpeopleinvolvedanddecisionsthatdifferentBoardshavetaken. NZ intermsofgeography andpopulationdistribution,aswelltheviews The differentmodelshaveevolvedtoreflectboththerealityofdiversityin enabling accessandmulti-use. Any facilitystrategyneedstoconsider therelationshipwithcouncils,including development ingeneral,rather thancapacityandqualityplanning. at thisstageisfocusedmoreonthemixofcourtsurfacestosupport tennis which to playaroleinthis.Thereisfacilityframeworkunderdevelopment, There isaneedforanoverallfacilitystrategyandRegions/Associations need process. orTrusts)Associations will needtobeahighlycollaborativeandevidenced Any changeinassetsthatareownedbyindependententities(Clubs, connection withthetenniscommunity. commercial entitiesresultinginincreasedcosttoparticipants and alossof There isariskthatthefacilitiesbecomeunsustainableandare taken overby IMPLICATIONS FINDINGS IMPLICATIONS Membership and change to casual Development of alternate membership models that still enable a ‘subscription’ Dropping membership is clearly a concern (or at least an observation) for Clubs. In some cases, revenue model but create payment methods for participants. Review what Clubs are actively trying to address this with casual, Business House (which has pockets of great membership means. success) or other participation options, in others it is just an observation. Evidence from pay-for-play suggest that this can be effective for indoor The comfort of membership revenue versus pay-for-play revenue is a struggle, even for those facilities, but less so outdoors and therefore it is unlikely to fill the revenue gap. Clubs that recognise the need for change. In these cases, they are seeking support, advice and Cardio Tennis and Business House are potential opportunities for alternate programmes. membership models. The decline in membership is consistently from teenagers through to 40 year olds, with people Tennis NZ should be expected to play a significant role in supporting these coming back in their 40s and 50s. This is partly backed by historical norms, however there is a belief changes, both in developing the models, running controlled trials and that in the past families participated and therefore this decline was not as evident. supporting associations and clubs in change implementation.

National programmes are very well regarded, and there could be more The initial focus from Tennis NZ should be supporting the marketing and The quality of all national programmes is consistently perceived very positively. Tennis Hot Shots is promotion of existing programmes, rather than focus on developing new known and well regarded by all, and Cardio Tennis, where promoted. programmes. Delivering of Hot Shots in schools is very effective and provides the Clubs (and Coaches) with a good calling card. Tennis Xpress is mentioned less often than the other programmes. This is interesting as requests for more national programmes is strong especially for teenagers, young adults and social tennis. Support for local marketing and promotion strategies and collateral for these national programmes was often requested. The role of coaches and their relationship with their clubs and their business is sometimes in A clear short-term opportunity for Tennis NZ to support clubs with contracting conflict models for coaches to resolve clear, immediate issues. There is considerable variation in the quality of the relationship between Clubs and Coaches, and Longer term Tennis NZ’s role in leading coach development is currently under often a degree of resentment in this relationship, one way or the other. review including the role of the Tennis Coaches Association. Clubs are inconsistent with their contracting terms for coaches and were often seeking advice and A strategy for coaching that considers – quality, retention and availability of support on this. It was sometimes believed that the coaches were able to do what they wanted, coaches (especially in provincial areas) is a mid-term opportunity. and the club had little leverage over this. However, the value of the coaches was also clearly Review of the model, including accreditation and affiliation recognised in terms of maintaining (and in some cases, developing) membership. of coaches and aspects of this approach that could be applied in NZ would be There were examples of apparent conflicts between the need for the club to develop revenue valuable. through for example casual and business house play, versus the need for the coach to have court time for paying clients to develop their business. In the best cases there were very positive relationships between clubs and coaches, with coaching taking a strong role in driving club membership, to the benefit of both the club and their own business. It was recognised by some that this relationship is further complicated as coaches are running a professional business within a volunteer driven club environment. There are some examples (and some very good) of volunteer coaching working very well. However, there are two clear schools of thought on the value and effectiveness of volunteer coaching. 22 23 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT At the2015Chairsforum,regionalrepresentativeswereasked todescribewhichtennisbody(Tennis NZorRegion/Association) shouldownor deliver key responsibilities: Roles andresponsibilities; NationalvsLocal (Regions andassociations) CONSIDERATION ANALYSIS FOR PREVIOUS • • • • • National: • • • National: • • • National: Secondary/tertiary Casual market events National tournamentsand Programmes inschools Fours Tennis, Tennis Xpress, Fast Tennis HotShots;Cardio Shared services Remaining associations andadvocacy Policy Registration Development Engagement ADMIN/GOVERNENCE PARTICIPATION COACHING • • • • Local: • • Local: development Club support/ Casual market Local tournaments/events Interclub Shared services Regional SportsTrusts

• • • • National: • • National: • • • • • • National: National championships programme Targeted player ITF tournaments National teams Strategy/advocacy National facility Contract services Procurement Database/IT systems Product development Marketing programmes Sponsorship-national

PERFORMANCE COMMERCIAL FACILITIES • • Local: • Local: • • Local: College/Uni pathway Next tierplayers management Development/ Trust funding programmes Sponsorship-local 2016 Tennis NZ AGM - Engagement and communication between Tennis NZ and the tennis community Delegates workshop feedback to Tennis NZ

KEEP DOING STOP DOING START DOING • CEOG and Chairs forums but increase frequency • Introducing new initiatives/events without providing • More senior management and board visits to the • New initiatives (e.g. Club Spark and sports science regions a briefing, first by passing regions regional centres research) • Email overload - more condideration to who message • Working more collectively with regions • Availability of Tennis NZ team is intended for • Involving regions in the process of strategy • Operational linkages (e.g. webinars, heads up on development important issues via newsletters, etc) • Tailoiring communications to specific areas • Listening to the tennis community • Driving increased email sign-ups for newsletters • Face-to-face communication • More timely and comprehensive meeting notes and • Websites, adviory groups (e.g. coaching, Passing minutes including financial strategy updates Shots, newsletters, performance updates)

Closer coordination with Regions Importance of face-to-face communication on Tennis NZ activities More face-to-face engagement and communication

27 24 25 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT • • • • • • • • • What are Jackie’s needsto have agreat tennis experience? technique andavoidtennisinjuries. poach hershotsatthenet!Shesometimeshasalessonwithclubcoachtoworkon doesn’t take tennistooseriously. She’s notinterestedinInterclubplayortheblokes who a laugh,andglassofwineattheendplay. Jackielikes torunaroundforfitnessbut Sundayafternoon–sheenjoysseeingfriendsandhaving Jackie playssocialtennisevery Meet Jackie Tennis Player Needs:SocialClubPlayer This sectiondescribesdifferentpersonasrepresentingthetennisparticipants.workwascompletedaspartofTennis inNewZealandStrategicFramework. PERSONAS BLUE =Greatestunmetneeds Opportunity toOpportunity share bestpractice onwelcoming environment /socialfacilities requirements Tennis oriented socialholiday packages Social eventsinadditiontotennis Club coachingavailableindifferentformats Scheduled programmesfornovice/socialplayers optionsavailableA varietyofsocialplay (“DoublesandBubbles”) Safe clubhouse(goodlightingincarpark,securechangerooms) A socialphysical environment attheclub(showers, barfacilities, catering) Welcoming atmosphere attheclub(buddy system for newmembers) A clubwithalargememberpoolforsocialtennis Tennis Player Needs: Competitive Club Player

Meet Murray Murray is stoked to have won the club champs doubles with his regular partner. He practices 2 nights a week and plays Interclub as well as joining in with social tennis during the winter. Murray moved to his current club 5 years ago for stronger tennis. He is on the committee and helps out with the BBQ some Friday nights when his kids come along to junior club night.

What are Murray’s needs to have a great tennis experience? • A club that attracts a high standard of players • Access to courts for practice at peak times (after work) • Good facilities with lights • Access to a range of interclub formats, flexible formats needed • Well organised club championships and prizegiving • Club bar for social activities • Range of junior and family events at the club • Opportunity to contribute through the club committee • Committee guidance – templates and technology to help the volunteers

Senior Competitive Player – has good skills and wants to play 2-3 times/week | Competition needed for players 50+ with fixed time slot certainty, all year round, incl. mixed

BLUE = Greatest unmet needs

29 26 27 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT PINK =Working well BLUE =Greatestunmetneeds • • • • • • • • What are Aria’s needsto have agreat tennis experience? netball teamandalsolikes toplaysoccerontheschoolovalatlunchtime. brings hertotennisandwatcheslessons,butdoesn’t playherself. AtschoolAriaisinthe andlearninghowtokeephitting forehandsandiskeen score.Aria’s tomasterserving mum their membershipandAriahasmadesomenewfriendswhilelearningtennis.Shelikes Aria is9yearsoldandbelongstoherlocaltennisclub.Coachingincludedforjuniorsin Meet Aria Tennis Player Needs:JuniorClubPlayer Affordable /lowcosttennis Competition attherightlevel for her Pathway to progress to ahigherlevel oftennis coaching assistant includeshigh quality coaches) coachingA highquality programme focused onskillsdevelopment (depth of A safe, welcoming environment A funandengagingcoach –nottoo serious Local courtstoplayat–ingoodcondition Friends toplaywithher(linkagesparentsandschools) Tennis Player Needs: Busy Lifestyle Casual

Meet Amit Amit is a busy accountant who loves tennis and plays regularly every Tuesday night with a core group of tennis friends at the local indoor centre. They often enter a team in the Busi- ness House competition. Amit played school tennis when he was younger but doesn’t want to join a club. On the weekend he enjoys running and spending time with his young family.

What are Amit’s needs to have a great tennis experience? • A pool of similar (high) standard players to ensure regular games • Good facilities to play at – good lighting for night games • Certainty on timing - fixed time slot options that he’s prepared to pay for • Programmes to tap into (eg cardio tennis) • Easy to access the courts (parking, access codes) • Smartphone technology to easily book a game with partners • Technology connected to his social media (eg Facebook, Instagram) • Customised Products (Business House, Fast 4, Active Tennis) • Social facilities (showers, bar)

Opportunity for better collaboration between venues and clubs to meet casual players’ needs

BLUE = Greatest unmet needs PINK = Working well

28 29 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT PINK =Working well BLUE =Greatestunmetneeds • • • • • • • • • • What are thefamily’s needsto have agreat tennis experience? children tolearnbeproficientattennisforlife. The McInnesfamilycan’t afford$800ayeartojoinclub,butSarahandDavewouldlike the The localcourtisfreeandingoodcondition,butsometimesbusywhentheyshowup. Sarah McInnesplaysinthelocalparkwithherhusbandDaveandtheirkidsHollyAngus. The McInnesFamily Tennis Player Needs:Family Players Casual This player segmentseenascompletely by thetennis unserved organisations ofNZtoday Flexibility inpaymentFlexibility options-lump sumunaffordable Free facilities insafe environments Flexibility inplayingcommitment Information aboutfurthertennisoptions–onanoticeboardor online Equipment availableforuse Information onchallenges/gamestoplayhowuseequipment Child friendly tennis –smallercourt facility orflexibility to be converted toAbility bookthecourts to give certainty ofaccess andtiming Community facilitiesnearbyforan‘outing’–playground,BBQ Knowledge aboutwheretoplaylocally Tennis Player Needs: High Performance Player

Meet Ella Since winning the girls 14yrs National Champs Ella dreams of playing at Junior Wimbledon. She gets up at 6am to do her fitness programme before school, and trains with her coach after school 3 days per week. Weekends are either spent travelling to tournaments or playing top Interclub with adults. Ella doesn’t often go to parties with her friends because she is committed to her goal of becoming a professional tennis player.

What are Ellas’s needs to have a great tennis experience? • Access to a high volume of high level coaching • Access to courts year round – indoors courts and hard courts • Access to practise partners of similar ability • Funding for coaching and travel needs • Life balance – school / academic support • Guidance and parental support • Physical development – strength and conditioning • Clear pathway to success • High level international competition (overseas travel) – reality check • Funding for a breakthrough into professional ranks – if potential is shown

BLUE = Greatest unmet needs PINK = Working well

30 31 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT • • • • • • • What are theJoshua’s needsto have agreat tennis experience? years ago! to beableplaymoreregularlyashe’s reallyfrustratedthathe’s notasgoodhewasafew family, andsometimeshisfriendsarekeen foramess-aroundattheweekends buthewouldlike also hasapart-time jobtofitinaswell.Joshualoveshavingahitoftennisonholidaywithhis afewdifferentsportslike mountainbikingandsailing.Now16,he life aswellwantingtotry stop tennis.Itwasadifficultdecisionbuthestrugglingtobalanceschoolworkandhissocial week allyearroundandalsoplayedjuniorintercluboverthesummer. At14,Joshuadecidedto Joshua startedplayingtenniswhenhewas9.Hetookgroupcoachingandoneprivatelessonper Meet Joshua,16 Tennis Player Needs:Teenage Casual bership andinterclub team package Alternative membership orpay to optionsthat don’t play aren’t thetraditional mem- some pocket money income Training to andopportunity assistthecoach withtheunder12’s HotShotsgroups for tors, fun andengaging Relatable coaches anddeliverers confident, whoare good empathetic, communica- Wifi/free internetaccessattheclub courts) differentOpportunities to ways try (‘touch of playing onHotShots tennis’ style red long-term commitment to ofopportunity withouthaving inschedulingand plenty play Flexibility to make a compete that offers fitness,stress-relief andskilldevelopment butno pressure toperform or A positive andinteractive socialenvironment ageandability withothersofasimilar PINK =Working well BLUE =Greatestunmetneeds lost to tennis untilheis40+ Alternative, engagingproducts to minimisetheriskthatJoshuamightbe Tennis Player Needs: Senior Social

Meet Karen Karen has been playing tennis forever. Her mum and dad taught her when she was young, and she taught her kids who are grown up now and play occasionally (as does her husband). Karen plays most of the year (doubles only), three times a week on Wednesday mornings at ‘midweek ladies’, on Thursday evenings at ‘senior social’ and again on Sunday mornings with a close group of her friends followed by coffee and brunch at the local café. She sometimes helps at the club with shared lunches or open days if they ask, but really just wants to play. Karen loves following the professional game and always visits Auckland for the ASB Classic every summer.

What are Karen’s needs to have a great tennis experience? • Easy access to courts throughout the year anytime of the day and week • Play against people of very similar level • A sense of belonging to the club • Opportunity to bring family and friends to the club as visitors a few times throughout the year • A reliable network of people that are available for extra play outside of what the club coordinates • Well kept courts and a nice club house with clean and modern changing facilities • Priority access to ASB Classic tickets and special events • Year-round play with floodlights for winter • Well-organised social play sessions at the club

Floodlighting and year-round play are opportunities for lots of venues across NZ

BLUE = Greatest unmet needs PINK = Working well

32 33 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT BLUE =Greatestunmetneeds • • • • • • What are Matthew’s needsto have agreat tennis experience? and competitiveplaywantstofeelwelcomeoffthecourtchallengedoncourt. wheelchair usersandsomeguidancefromaspecialistcoach.Matthewisinterestedinsocial would alsolike tohaveamorecompetitivegamebylinkinginwithnetworkofother fewmonths,Matthewhitswithanable-bodied closefriend,butMatthew his home.Every ly andislookingforfacilitieswitheasytoaccesshard-surfacecourtswithinanhourdriveof pant inavarietyofsports,includingtennis.Hewouldlike toplaytennisagainmoreregular Matthew hasbeenawheelchairusersincehewas17.Priortothisanactivepartici- Meet Matthew Tennis Player Needs:Differently abled This player segmenthaslimited supported from tennis organisations inNZtoday A welcomingclub/venue atmospherewhereothersarehappytoplaywith/againsthim Organised eventsandcompetitionsforwheelchairtennisplayers A strong network ofothersto hitwith ance whenneeded Access to acoach orexperienced players whocan provide instructionandguid Clubs/venues thatintegrate able-bodiedandwheelchairplayers Accessible on-andoff-court environment (hard-courts) close to home - - VIEW The purpose of this section is to describe relevant societal, economic, demographic We have an ageing population and sport specific trends that may be impacting or may impact sport in New Zea- Between 2013 and 2031, the population is projected to continue to age, with proportion- land. ately more people over 65, and proportionately fewer under 50. The insights have come from the following primary sources: Between 2006 and 2013, there has been very little change in the under 50 age groups, • “Future of Sport in New Zealand”, Synergia for , April 2015. but the number of people aged over 50-64 has increased by 19% and those aged 65-74 • “The Market Segmentation Study”, Australian Sports Commission, April 2017. has increased by 30%. • “Volunteering Insights Report”, Gemba for Sport New Zealand, November 2015. By 2021, the majority of territorial authorities will see a decline in the number of 13 to • “AusPlay - Summary of key national findings October 2015 to September 2016 data”, 18-year-olds. 21 December 2016 New Zealanders are living longer than ever before and spending more of that time in • “The Future of Australian Sport”, CSIRO for the Australian Sports Commission, April good health. 2013. Ethnic population mix is changing • “Plan, Prepare, Perform”, presentation by Wayne Goldsmith – Moregold Performance Highest actual growth (numbers) has been in European/Other. Consulting, Queensland Sport and Recreation Conference, 2017. Population growth for Asian, Maori and Pacific Island ethnicities is growing at the highest • “Increasing participation in sport and active recreation – implementation framework”, rate: Innovate Change, June 2016. • Asian population is projected to grow by 190,000 by 2021 (135,000 of which will be • “Sport and Active Recreation in the Lives of Auckland Adults – 2013/14”, Sport New in Auckland). Zealand, 2016. • Maori population increased by 6% from 2006-2013 and has a younger age structure; • “Sport and Recreation in New Zealand Pasifika Communities”, Victoria University of it is projected to grow nationally by 90,000 by 2021. Wellington, November 2010. • Auckland’s Pacific population is projected to grow by almost 60,000 by 2021, and a Population, economy and employment trends further 30,000 in the rest of New Zealand. Urbanisation is increasing in New Zealand • Migrant growth is across New Zealand and diverse (data from 2013-14): 86% of the population live in urban environments. • 13 out of 16 regions had a net gain of international migrants, led by Auckland Population growth is predicted to slow/end in most rural areas. Auckland accounted for (17,800), Canterbury (5,600), Otago (1,100) 52% of all population growth between 2006 and 2013. • Migrants came from: India (7,000), China (6,300), the United Kingdom (5,500), the Urban centres are more ethnically diverse (particularly for new migrants), and rural areas Philippines (3,000), Germany (2,200) and France (1,900). tend to have older populations.

34 35 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT • • Need toforgealliancesacrosssectors: Need toensureasupportiverelationshipbetweeneliteandcommunity participation insportaregone. communication, collaborationandpartnerships.Theolddaysof secrecy ethical,standardsandtotheparadigmsofintegration,co-operation, transparent, honest, The sportsthatwillgrowadoptanattitudeof“we” and“us”,committedtoopen, Structure Sport trends andexternal analysis 8.2 increasingslightlyto8.3in2013. decile (10%)ofhouseholdswiththatreceivedbythebottomdecile.In2012thisratiowas has notgrowninrecenttimeswhencomparingtheshareofincomereceivedbytop There isasignificantgapbetweentherichestandpooresthouseholds;however, thegap full effect(NewZealandProductivityCommission2014,Oram2014). and doesn’t leverageitscollectiveresourcesorpeople,environmentandknowledgeto The NewZealandeconomyisseentobetooreliantonlowvalue,productivityareas across theglobe. growth overrecenttimesandgiventhevolatileeconomicconditionsbeingexperienced The outlookfortheNewZealandeconomyisrelativelypositivewithhighGDP Youth unemploymentislikely tofallasthenumberofpeopleretiringincreases. Auckland andothermajorcitieswillseemoregrowthinemploymentproductivity. 2006 and2013. thenumberagedover65inemploymentincreasedsignificantlybetween In contrast, 24 agegrouphasgrown. New entrantstothelabourmarket arestruggling–thenumberofunemployedin15- Economy andemployment participate in sport. participate insport. and ontheflipside,ahealthy populationwillenablemorepeopletobeactive and contribution sportsparticipation canmake toreducingobesityandchronicdisease; Thelinkswiththehealthsectorshouldbebasedinparton demic achievement. example, recognisesthecontributionphysical activitycanmake tosupportingaca- there mustbevalueonbothsides.Apartnershipwiththeeducation sector, for and communitysectors,alongwithcentralgovernment; includingtheprivatesector,partnerships willbeimportant, academia,philanthropy this mightchangeincomingdecades 2010. ItispossiblethatasIndia becomeswealthierandupgradesitssportingcapabilities low,Sports participationinIndiaisvery estimatedat1percentofthetotalpopulationin immigrants. ipation andperformanceprogrammes inrecentyears–thismayhaveanimpactonnew Increasing interestinsportsparticipationChinawithsignificantdevelopmentofpartic ties, suchaswalkingandrunning,havegrownsince2001compared withteamsports. In Australia(withtheexception ofoutdoorsoccer),non-team(individual)physical activi- school sport;by2013thishadfallentoone-third(33%). schoolteachers(45%)were involvedinsecondary In 2001,almostone-halfofsecondary • • • Young peopleactivityspecifically isdeclining: • • • • There werealsodeclinesamongMaoriandthoseinthelowestincomegroup. 2007/08 to76.7%in2013/14. Young adults’(16-24)sportsparticipation declinedoverthesameperiodfrom79%in Pacific peoples,andthoseinamid-incomegroup. Groups withthemostnotableincreasesweremid-agegroup(35to49-year-olds), For adults,participationgrewbyjustover1%from72.6%in2007/08to74.0%2013/14. participation islower)andwheretheylive(rurallowerthanurban). Participation sometimesvarieswithpeople’s socio-economic position(highdeprivation Data Participation guidelines physical activity for thepercentageofchildrenandyouthwhomeettheircountry’s However, arecentinternationalstudyof 15 countriesputsNewZealandfirstequal Young peopleinurbanareasarelesslikely tobeactive. young peopleoverall. youngpeoplearelessengagedinmostaspectsofsportandrecreationthan Asian respectively), andPacific adultswerelesslikelyAsian tobephysically active(20%and10%less 42%. Percentage ofphysically activeadultsaged75yearsandolderincreasedfrom34%to from 56%to51%. Physical activitylevelshavedeclinedforyoungeradults(thoseaged15-24years), Physical activitytrendshavevariedsince2006/07 - Attitudes to activity facility/ organisational-led model. The vast majority of parents agree that physical activity is good for their child, and even The future is likely to see an increased focus on the broader benefits of sport: suggesting that having inactive children may reflect negatively on them as parents which • Significant data that demonstrates the relationship between general health and can be a significant driver activity levels. Women are more likely to be focused on the physical, mental health benefits and maybe • Controlled studies into the benefits of sport and exercise in the clinical treatment to lose weight, and for men, it is more about fun and enjoyment and the social reasons. of mental disorders show that sport/exercise group experiences produce better 80 per cent of survey respondents said they were motivated by the physical benefits of outcomes than the control group. activities, compared to about 45 per cent who also cited fun or enjoyment. Competitive • Australian Institute of Criminology (AIC) states that “with careful planning, sport and benefits were less important. physical activity have crime prevention potential”. Parents and children identify a greater potential range and number of benefits in relation • Sport offers the potential for connection, meeting a core social need of people, in a to club sport compared to other avenues for sport participation. way that a medical fix is unable to satisfy. Clubs trends • Many fitness centres have established themselves as complete health and wellbeing Sports club membership has declined in New Zealand from 19.0% in 2007/08 down to centres, beyond the traditional core of gym equipment and classes. 16.9% in 2013/14 (of activity participation). • Sport is being used as a means of building social capital in marginalised communities. A lack of flexibility around the scheduling of sport in traditional sporting clubs reduces • Worldwide, governments are using sport to improve international relations and pro- participation. mote peace and prosperity. Limited opportunities for people with limited sports competency to join sporting clubs. Competitions will change to be more relevant to participants needs: An opportunity for the sport sector to increase interest and involvement in clubs through • Shorter. exposure in schools • Focused on fun and enjoyment, not just competition. Many amateur sporting clubs around the world are expected to collapse and fold within • Relevant and meaningful for all participants – not just high performers. the next twenty years leaving many sports with a network of larger more professional and • Inclusive of families and their needs, their schedules, their time limitations. semi-professional clubs to work with - i.e. “Super Clubs”. Development of ‘personal clouds’, which will assemble personal health, lifestyle and In the US, an emerging new development is for-profit ‘sport and social clubs’, catering to consumer information, in ways that individuals will themselves control. Future options people in their 20s and 30s, and commonly featuring co-ed teams, playground sports and include: social components such as sponsor-backed bar gatherings and end-of-season parties. • personalised coaching Although hubbing of sports facilities has its advantages, a key challenge is the loss of local • immediate feedback on individual technique clubs and facilities. • personalised skills and fitness development Future trends and recommendations • identifying patterns of play in team sport Community sports associations are likely to be replaced by organisations with corporate Coaching is changing to be being about collaborating, partnering and building sustainable, structures and more formal governance systems in light of market pressures. dynamic sporting environments with coaches, athletes and parents / partners and working Sports organisations will provide a variety of pricing packages and different types of mem- together as a team to achieve peak performance potential. bership that allow for flexibility of attendance and time commitment, with people-centric Active electronic gaming is a growing alternative to organised physical activity that may models that respond to individual preferences, rather than demand compliance to a grow in popularity and encourage new participants in unorganised physical activity.

36 37 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT sports volunteershaveparticipated inthatsportthelast12months. Sport volunteersarealsoparticipants oftheirrespectivesports.Onaverage,54% forasignificantperiodoftime. an earlyage(16-24yearsold)and arelikely toserve The recruitmentofvolunteersat anearlyageiscritical.Volunteers at begintheirservice in 2006-2013/14. Volunteering amongadultsgrewbyalmostthreepercentagepointsfrom24.9%to27.7% Volunteering research as bothamotivatoranddisincentive. negative. Spiritualityand/orchurchweredescribedasimportan t centralinfluences,acting the fathersweredescribedaspowerfulandhavingpotential tobebothpositiveand have astrongroletoplayineithermotivatingordiscouraging participation. Therolesof the programmes,andinparticularPasifika leadership. Family andcommunitywereseento to feel“culturallysafeorcomfortable”. ThisincludedhavingvisiblePasifika involvementin In astudyofthePasifika community, amajorinfluence,mentionedbymany, wastheneed language andemployment. The IndianpopulationinAucklandisdiverse,termsofethnicity, birthplace,religion, ties. while doingsportasafamily, orforfamily, isimportantinSamoanandIndiancommuni- Gender rolesandfamilyresponsibilitiescanbeabarrierforIndianSamoanwomen, engage inactivitythroughformalparticipationstructures. tion, suchasclubsthanNewZealandEuropeans. people arelesslikely Conversely, Asian to Maori andPacific peoplearemorelikely to engageinactivitythroughorganisedparticipa- regardlessofethnicity.tion insport, However, byethnicity: thenextthreereasonsvary Fitness andhealth,enjoymentsocialReasonsarethetopreasonsgivenforparticipa- people overall. youngpeoplearelessengagedinmostaspectsofsportandrecreationthan Asian Ethnic perspective Sport performance Convenience Low cost NZ European Sport performance Cultural reasons Low cost Maori Low cost Cultural reasons Sport performance Pacific Cultural reasons Convenience Low cost Asian vides andreachesadifferentfanbase. Development offantasyleagueschangesthefocusfromteams toindividualsandpro- from morethansimplywinning. and howsportisperceivedgenerally. Perhaps futurepublicsupportmaybegarnered flair. Thesechangingnotionsofwinningmayhaveimplicationsforfuturecompetitions than withotherqualitiesoftheathletesuchasstamina,skill,concentration,focusand Competitors andspectatorsinnon-traditionalsportsmaybelessconcernedwithwinning and developmentofappsforlivebroadcastfaninteraction. Sports aretakingcontroloftheirownbroadcastingthroughdirectonline content isthenormnotexception. sport canbeviewed,andthelengthoftimethatconsumed.Nowshortform Viewing optionsofaplethorasports,enablingindividualstochoosethetimeatwhich Spectators and fans same gender. Coaches workwithbothgenders;however, coachesaremorelikely tocoachthoseofthe will volunteer. The olderthevolunteer, orthehigherhouseholdincome,morefrequentlythey and bettersupportfromtheclub. The topincentivestoencouragefuturevolunteeringaremoretraininganddevelopment, ceive inreturn. andcarelittleabouttherewardstheyre- giving backtotheircommunityand/orsport, fortheenjoymentachievedfrom The motivationsofvolunteersareselfless.Theyserve INTERNATIONAL TENNIS FEDERATIONS VIEW Portugal Norway Ireland France Australia LTA (England) Canada 13 geographical 8 geographical 4 geographical National centre 8 States (some with LTA 10 Provinces Associations regions regions multiple associations) 3 Affiliates Approx 145 clubs 180+ tennis clubs Region Association Counties Club (Officials, Players, (geographical) Coaches) Governance 300+ tennis clubs 1 national tennis Department Club Clubs Layers centre 8000+ Clubs 3 armed forces affiliate to LTA FPT regulate tennis, Federation lead TI manage club HP programmes in Associations administer LTA write the Prior to approx padel, wheelchair, club activity and development, coach each department competitions, run strategy, deliver 2008 each province beach, national competence ed, child protection, and region tournaments that it, employ all head did their own champs, development, club rankings, national (progressive in are linked in with TA office and field thing. Now Tennis Who does what resource library, centre, Davis/Fed quality/selection). framework, facility team staff Canada collaborates coach development, Cup, rules and maintenance and nationwide. Padel recognised by comps, tournament funding, manage Federation software council/sport and rec relationships

38 39 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT guidance Leadership and Who doeswhat Portugal fixing vetting, match doping, police protection, such aschild in key areas Federation lead Norway Ireland certification. coach mandates Government the regions). delegated to qual levels (lower education coach delivers FFT France initiatives with memberstates promotingthe centralised processesmanaged byTA, tend togetmuchtraction/longevity, initiatives frommemberstates don’t Tennis Australia strategy, independent Mainly topdown,goodalignmentupto in-house professionaldevelopment. to membersandnon-members.Some committee meetings.Providingtennis the clubcommitteesometimes.Attend senior coach.Non-votingmemberof Centre manager, headcoach,fulltime a centremanagerforthewholeclub. urban coachesruntennisbusinessas Coaches –deliverTA programmes, clubs. by thememberstatesandinturn templates andsystembuildtobeused and tennisprogrammes,research sponsorship, marketing tournaments bigger youarethemoreget), membership, affiliatedclubs–the (basedonKPI’s), funding toMA/states and ed,tournaments,distributionof programmes, coachmembership systems, linkwitheducation,national Tennis Australia–schooldelivery fundraising for membersandnon-members, contracts, providetennisservices sustainability, managecoaching competitions, membership,venue and organiseteamsforassociation Clubs runcompetitions,promote Australia themselves. what theydofor people toimprove enable andeducate LTA remitisto and centralisation. staffing strategies to LTA increasing past 20yearsdue has diminishedin county associations Responsibility ofthe competitions. local leaguesand and administer the LTA can't cover smaller venuesthat remit istosupport decisions. County make independent separate andcan are constitutionally County Associations on matters. per countytovote provide acouncillor affiliate to LTA and volunteers who made upof County Associations LTA (England) guidelines requested theyfollow itis as theywant, provinces follow TC lead,butletthe centre. to jointhenational the bestthenselected province forU15with managed byeach Performance is provinces. are delegatedtothe lower levelsofquals development and TC leadcoach Canada Portugal Norway Ireland France Australia LTA (England) Canada Lead with FFT lead Any initiatives are largely There is great alignment facility dev everything with led from NTC. County up into the national body/ Leadership and support, great alignment Associations can choose strategies/direction. guidance volunteer and into the national to do some local things coach training, body. but have to raise own tournaments, sponsorship money. national teams, Geographical Very well Coach Dev staff in each state are LTA has remit to service Very challenging for rural spread. 1 organised employed and paid by Tennis Australia. everyone. 5 regions with areas which suffer from region with 8 for rural area All other staff report directly to the 4 regional managers and isolation. clubs, 2 with 9 because the state. This does cause frustration/ staff levels depending on Geography clubs, 1 with 10 Departments tension for the member states due to population. clubs, 1 with 14 are the local lack of control in that department. clubs, 1 with 17 authority for clubs, 1 with 20 everything clubs, 1 with 58 (sport, politics, clubs welfare etc) Regions can The Participation Leaders and Coach Dev Although it could be support clubs teams are responsible for being out and better – we connect in with the about. Locations are divvied up between a simple way. Regional Relationships Federations staff. Tier 1 clubs are proactively Manager has monthly initiatives serviced, Tier 2 clubs are reactively heads of region meeting serviced. More regional states are on the with senior leaders. Senior road a lot depending on the size of the leaders (7) in LTA (CEO etc) state. meet on a weekly basis. Geography is a challenge, clubs and We have a SW meeting associations can feel neglected. Travel every month. I would subsidies and technology is used a lot to speak to my colleagues in embrace those further away. participation in SW on the phone to chat every other day about projects and ideas we have.

40 41 ROLES AND RESPONSIBILITIES REVIEW STAGE 1 REPORT Comms Collaboration/ Money website outdated Very Portugal of benefits return foralonglist a membershipfeein andpay Association TennisNorwegian Clubs jointhe Norway Ireland the FFT region, butneverwith sometimes withthe with departmentand Clubs willconnect and clubs arrogantly withregions behaving quite and everything deciding mostof Federation Board with country Like acommunist board. FFT of theregionsison League. Eachpresident board oftheregional department areonthe The presidentsofeach department andclubs. money totheregion, Then theygive (of clubsandplayers). and frommembership from RolandGarros getmoneymainly FFT Money goesbothways. France governance competitions, schoolsand for clubs,coachesand offering avarietyofsupport Comprehensive website calls monthlyphone togethers etc, relevant staffin Annualget-TA, have regularcatchupswiththe counterparts fromTA, CEO’s regular contactwiththeir State departmentsarein traction. through itdoesn’t getasmuch the journey. IFTA pushthings importance ofbeingtaken on Statesemphasise relevant. making surethingsarekept are workingontheground, for realitychecksofhowthings Member statesare‘nudging’TA funding. by TA inordertoreceivethe states havetoreachKPI’sset TA sendfundingdown,and Australia who domorewithclubs. with parksandschoolsthanother e.g. someregionsdomorework ofourcentralstrategy consistency priorities -wecouldimprovethe Regional managershavedifferent well-known volunteers association havegoodandlocally The exception iswherecounty nowhere thereisstillatouchpoint. are a1courtclubinthemiddleof So,ifyou invites toforumsetc. either facetovisits,emails, LTA communicationiseffective, do. they do,andcountiesdowhat are happyforLTA stafftodowhat friction anymore. Largelycounties influence, thereisn’t somuch they havelessresponsibilityand with whatLTA does.Butnow Some countiesresistordisagree centrally. or TFKarefundedandmanaged needed. Allinitiativeslike GBTW for whatextraresourcesare and theregionalmanagerpitches Each regionalteamholdsabudget LTA (England) get there decisions onhowthey independent tomake but provinces providing direction, collaborative withTC province. More as onegeographical together torepresent have beenunited small provinces Canada board.The part oftheTennis the 10provincesare Each presidentof provinces. redistribute ittothe and players) andthen membership (clubs get moneyfrom Cup. Theprovinces comes fromRogers ways. Mostmoney Money goesboth Canada Portugal Norway Ireland France Australia LTA (England) Canada Scale/Level of Comprehensive All departments Each province has a professionalism website, solid have at least 1 full time technical/ club and coach full time technical administrative support, multiple employee and 1 person with the big regions working administrative provinces having with a manageable employee. The coach ed staff, CEO, number of clubs regions have the tournament and same. events staff etc.

42 www.tennis.kiwi