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PICKLEBALL CANADA ORGANIZATION

History of Pickleball

In 1965, after playing golf one Saturday during the summer, Joel Pritchard, congressman from

Washington State and Bill Bell, successful businessman, returned to Pritchard’s home on Bainbridge

Island, WA (near Seattle) to find their families sitting around with nothing to do. The property had an old

badminton court so Pritchard and Bell looked for some badminton equipment and could not find a full

set of rackets. They improvised and started playing with ping-pong paddles and a perforated plastic ball.

At first they placed the net at badminton height of 60 inches and volleyed the ball over the net. As the

weekend progressed, the players found that the ball bounced well on the asphalt surface and soon the

net was lowered to 36 inches. The following weekend, Barney McCallum was introduced to the game at

Pritchard’s home. Soon, the three men created rules, relying heavily on badminton. They kept in mind

the original purpose, which was to provide a game that the whole family could play together.

The Name Accounts of how the name originated differ. According to Joel Pritchard’s wife (Joan), she started calling

the game pickleball because “the combination of different sports reminded me of the pickle boat and

crew where oarsmen were chosen from the leftovers of other boats”. However, according to Barney

McCallum, the game was officially named after the Prichard’s dog Pickles who would chase the ball and

run off with it. According to McCallum, “The Pritchard’s had a dog named Pickles, and you’re having fun

at a party, right? So anyways, what the hell, let’s just call it pickleball.” Others claim both accounts may

actually be true. In the early years, no official name was assigned to the game. However, a year or two

after the game was invented, the Pritchard’s purchased a cocker spaniel and named it Pickles. As the

game progressed, an official name was needed and “pickleball” was it.

Continued Growth Currently, the sport of pickleball is the fastest growing sport in the North America.1 The number of

places to play has nearly doubled since 2010. There are now well over 2,000 locations on the USAPA’s

Places to Play map. The spread of the sport is attributed to its popularity within community centers, PE

classes, YMCA facilities and retirement communities. 2

1 Pickleball: The Fastest Growing Sport in North America, 2016, web site http://deserthealthnews.com/stories/pickleball-the-fastest-growing-sport-in-north-america/ 2 Pickleball Canada Organization, History of the Game: Sept. 2016, web site http://www.pickleballcanada.org/ .

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International Federation of Pickleball

The International Federation of Pickleball is the world’s governing body of the sport of pickleball.

Member countries include Canada (Pickleball Canada Organization), Spain, France, the UK, the USA, and

India.

The International Federation of Pickleball (IFP) was organized to perpetuate the growth and

advancement of Pickleball throughout the world. The member organizations representing their

respective countries have agreed to conduct the business of the IFP in conformance to the

Constitution and Bylaws of the IFP. Member organizations also support the International Rules of

Pickleball. 3

The International Federation of Pickleball sets the rules for the sport of pickleball, including scoring,

paddle specifications and testing, standards for balls, court and net sizes, and player ratings. Pickleball

Canada Organization represents Canada at the International Federation of Pickleball. Val Vollmin of

Canada is the secretary for the International Federation of Pickleball. Pickleball Canada has accepted

the International Federation of Pickleball and all of rules and standards.

History of Pickleball in Canada

There appears to be no one clear cut date that pickleball began in Canada. However, from the early years of the 1970’s, snowbirds were returning to Canada bringing back with them tales of playing pickleball in the southern United States and wishing to continue playing pickleball in Canada. The returning pickleball players were spread out across Canada, and at first it was difficult to find pickleball players and courts to play on. Sometime during the 70’s courts were built on the roof of the Daon Development building at 1050 W Pender Street in Vancouver, BC. By 1984, there was a 48 team pickleball league on these roof-top courts. At this time, the game was played with wooden paddles and “dinking” was very uncommon. 4

First Organizers of Pickleball in Canada SJ Lehmann — Bowser, BC Bev Butt – Regina, SK

Carol Haworth – Chilliwack, BC Gail Stakiw – Regina, SK

Ed Brennan – North Delta, BC Earl Hill – Regina, SK

Sharon Sinclair (Joey) – Victoria, BC Ken Biberdorf – Winnipeg MB

Bill Franzman – Kelowna, BC Tony Sequeira – Toronto, ON

Chuck LaFaive – Kelowna, BC 5 Marcel Lemieux – Laval, QC

In 2007, Marcel Lemieux and his wife, Louise Barette brought Pickleball into the province of Quebec. Two years later, in 2009, they created the Quebec Pickleball Federation. They are both actively involved in promoting the Pickleball in Quebec. Marcel is still the President of the Federation which has over 600 active players.

3 International Federation of Pickleball: Home page, http://ipickleball.org/ 4Cadden, Maureen, July 14, 2016, “Pickleball is Addictive, Notes on the History of Pickleball in BC”: , Posted on to BC Pickleball, http://bcpickleball.com/Home » "Pickleball is Addictive", Notes on the History of Pickleball in BC 5 LaFaive, Chuck, History of Pickleball in Canada: January 29, 2012, Posted on to BC Pickleball, Home→Blog→Pickleball related information, http://bcpickleball.com/history-of-pickleball-in-canada-by-chuck-lefaive/

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History of Pickleball Canada Organization

At the Spring Okanagan tournament in April 2009, a group of players created the Canadian National Pickleball Association to promote pickleball in Canada which became known as Pickleball Canada Organization the same name as that of the web site. 6 By June, 2009 the first newsletter was published and a proliferation of programs began to appear across Canada. The following spring (May 2010), the first board of directors was appointed by the executive. 7 The first board of Directors was nearly all from the Western provinces except for Marcel Lemieux from Quebec.

The First Executive of Pickleball Canada Organization Chuck LaFaive, BC Founding Director

Bill Canning, Alberta – President Marcel Lemieux, Quebec –Vice-President

Christine Perras, BC — Treasurer Garth Merkley, Manitoba – Secretary

By September 2010, the Pickleball Canada Organization had established a Mission Statement “The mission of the Pickleball Canada Organization is to assist and promote the growth of Pickleball as a game for all ages and to establish rules, policies and standards for the good governance of the game in Canada”. 8

Governance of Pickleball Canada Organization

Governance is the system of by-laws, policies, and practices by which Pickleball Canada Organization

also known as Pickleball Canada and PCO is directed and controlled. Governance essentially involves

balancing the interests of the many stakeholders which include its membership, management, board

members and others as defined by the association.

By-laws and Amendments

The by-laws established by Pickleball Canada Organization (July 12, 2016), relate to the general conduct

of the affairs of Pickleball Canada Organization, a Canadian Corporation established under the Canada

Not-for-Profit Corporations Act (2009). 9 In addition, at the AGM July 12, 2016 Pickleball Canada altered

its’ governance structure to a phased implementation governance structure described in the amended

Bylaws (see below – terms for directors).

Article Title General Description

Article 1 General Provides the basis definitions, registered office location, no gain for members (volunteer), ruling on by-laws, conduct of meetings, interpretation, and language.

Article 2 Membership Membership addresses membership categories, admission of members, transfer of membership, duration, dues, good stand, withdrawal and termination.

Article 3 Meetings of Members

Meetings of members includes Annual Meetings and Special Meetings, location and date, meetings by electronic means, participation in

6 The website was named www.pickleballCanada.org. 7 Pickleball Canada Organization: http://media.wix.com/ugd/57af96_aed1b5f2ded5442c84d5962172c96bb4.pdf 8 Pickleball Canada Organization: Sept. 2016 www.pickleballCanada.org. 9 Pickleball Canada: July 12, 2016, By-laws: Article I General, Article 1 page 1.

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electronic meetings, notice, change of notice, persons entitled to attend, agendas, new business, quorum, voting, proxies, absentee voting, scrutineers, and majority of vote.

Article 4 Governance The Governance section addresses the composition of the board, eligibility of directors, election of directors, suspension, resignation or removal of directors, filling a vacancy, and powers of the board. At the July 12, 2016 Annual General Meeting it was decided that all subsequent Board of Director elections will proceed on a rotating basis as outlined in the amended Bylaws. 10

Article 5 Officers The Officers will be comprised of the President, Vice President, Secretary, and Treasurer. The Officers will be elected at the first Board meeting following elections at an Annual General Meeting by way of Ordinary Resolution, and will take office immediately following their election.

Article 6 Committees The Executive Committee will consist of the Officers and any individual appointed by the Board to serve on the Executive Committee. The Executive Committee will have authority to act for the Board and exercise authority of the Board in the management of Pickleball Canada, and will perform such other duties as the Board may prescribe.

Article 7 Conflict of Interest

In accordance with the Act, a Director, Officer, or member of a Committee who has an interest, or who may be perceived as having an interest, in a proposed contract or transaction with the Corporation will comply with the Act and will disclose fully and promptly the nature and extent of such interest to the Board or Committee, as the case may be, will refrain from voting or speaking in debate on such contract or transaction, will refrain from influencing the decision on such contract or transaction, and will otherwise comply with the requirements of the Act regarding conflict of interest.

Article 8 Finance and Management

This section describes the period covered by the fiscal year, the bank, annual financial statements, books, records, signing authorities, property, borrowing and remuneration.

Article 9 Amendment of By-laws

Except for the items set out in the sections of the Act applicable to Fundamental Changes, these By-laws may be amended or repealed by Ordinary Resolution of the Directors at a meeting of the Board. The Directors will submit the By-law, amendment or repeal to the members at the next meeting of Members, and the Members may by a majority affirmative vote confirm, reject or amend the By-laws. The By-law, amendment or repeal is effective from the date of the resolution of the Directors. If the By-law, amendment or repeal is confirmed, or confirmed as amended, by the Members it remains effective in the form in which it was confirmed.

Article 10 Fundamental Changes

In accordance with the sections of the Act applicable to Fundamental Changes, a Special Resolution of all Members may be required in order

10 Pickleball Canada (PCO): July 12, 2016, Phased Implementation Plan of New Terms for Directors.

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to make fundamental changes to the By-laws or Articles of the Corporation.

Article 11 Notice In these By-laws, written notice will mean notice which is hand-delivered or provided by mail, fax, electronic mail or courier to the address of record of the Corporation, Director, Member, or individual as the case may be.

Article 12 Dissolution Upon the dissolution of the Corporation, any funds or assets remaining after paying all debts will be distributed to an incorporated non-profit Canadian organization as determined by the Board.

Article 13 Indemnification The Corporation will indemnify and hold harmless out of the funds of the Corporation each Director and Officer, their heirs, executors, and administrators from and against any and all claims, demands, actions or costs which may arise or be incurred as a result of occupying the position or performing the duties of a Director or Officer.

Article 14 Adoption of These By-laws

These By-laws were ratified by the Members of the Corporation entitled to vote at a meeting of Members duly called and held on July 12, 2016.

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Environmental Scan (to be completed following the survey)

An environmental scan is an objective review of the current and anticipated external factors that may

impact your organization such as changes or constants in;

• Demographics,

Pickleball Canada Membership 11

11 Pickleball Canada Organization: July 12, 2016, Membership Report at AGM 2016 meeting.

-

500

1,000

1,500

2,000

2,500

2011 2012 2013 2014 2015

Total Active Members

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S.W.O.T. Analysis

The following analysis summarizes overall Strengths, Weaknesses, Opportunities and Threats (SWOT) for

pickleball in Canada.

STRENGTHS

• There are national, provincial, municipal and club organizations across Canada.

o All the organizations have the common goal of wanting to enhance the game of

pickleball.

• The membership of pickleball organizations across Canada is largely seniors and retired persons

who are able and willing to be the skilled volunteers.

o Many people within the pickleball community have extensive work experience in senior

or executive management with the private sector or government organizations. Their

business and analytical skills are extremely valuable.

o Strong volunteers keep the recreation programs operational.

• An extensive system of indoor facilities (community centers, gyms and senior center) and

outdoor courts currently exist across Canada.

o In some municipalities dedicated pickleball courts currently exist or are being planned.

o Adding additional pickleball lines on an existing tennis court is a very low-cost method of

quickly creating a shared use facility.

o Within Canada there is a high utilization rate of parks and outdoor courts.

o Majority of municipal residents have good access to parks and recreation facilities. This

is measured by number of residents within walking distance (1/4 mile) of a park, open

space or school.

WEAKNESSES:

• The national, provincial, municipal and club organizations across Canada do not have the

administrative structure in place to become an organized and cohesive group.

o Roles, responsibilities and reporting relationships are often ill defined, if defined at all.

o Provincial organizations in some instances do not truly represent their respective

province.

o In some provinces, more than one organization is vying to be the provincial leader.

o In some instances, there exists clear divisiveness that gives the appearance of “turf

wars”.

• Currently, Pickleball Canada has no Long-Term Annual funding in place, for

o Programs (e.g. coaching, player development, officials, rating, tournaments or

ambassadors),

o Partnering with municipalities and paying a “fair contribution” into the partnership,

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o Dedicated capital funding (master plans, facilities, capital Improvements, or facility

management expertise, or for

o “First class dedicated” pickleball courts in each major city and in each province in

Canada.

• Facilities have not grown to keep pace with the growth of pickleball.

o For working adults there is limited evening times available when pickleball can be

played.

o For many municipalities, there are no additional outdoor courts or gyms available to

expand pickleball programs.

o Some facilities used by municipal programs are rented from school districts. This poses

uncertainty for future availability and for expansion.

o Secure storage of pickleball equipment presents problems in facilities where the space is

limited.

OPPORTUNITIES

• There exists an opportunity to organize and define the administrative structures in Canada. This

will require working together to become a single cohesive pickleball group. Based on the

scarcity of resources and the fact that all organizations want the best for pickleball, it appears as

though a win - win situation could exist for pickleball.

o Roles, responsibilities and reporting relationships at each level must be clearly defined.

Clearly define which organizational level does what will make it easier for all to

function given the scarcity of resources.

When defined, some responsibilities will belong to one level and others to

another level.

When defined, it is likely that some responsibilities will be shared

responsibilities.

o A single accredited Provincial or territory organization that truly represent that

respective region must be evolved per province / territory.

Municipal and club organizations need to be defined in relation to the provincial

organization.

Municipal and club organizations need to have a reporting relationship to the

provincial organization.

• Partnering with municipal recreation departments, after school programs, and local Y’s provides

a rich opportunity to expand pickleball to youth and early adults. All of these organizations have

high participation rates and high-quality programs that are affordable.

o Partner with civic recreation departments and provides new program offerings to the

municipality.

o Take an active part in local special events will provide an excellent outreach for

pickleball.

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o Partner with the local municipality provides an excellent partner that is skilled at getting

grant funding for programs that target the lower-income residents.

o Utilize the existing municipal and non-profit facilities in order to keep the cost of a

pickleball programs low per person.

o Partner with municipal organizations to promote pickleball in the new resident packets.

o In conjunction with municipalities, locate under-utilized facilities that can be easily

renovated for pickleball.

Look for access routes that could attract people with the right programming.

Look for the development of new parks, facilities or open spaces.

o Rent available gymnasium space as temporary solution.

• Partner with local businesses involved to promote pickleball programs in the community.

THREATS

• The divisiveness among the national, provincial, municipal and clubs across Canada threatens

meaningful organization and development of pickleball across Canada. Nobody wins, we all

lose.

o If the divisiveness is not resolved, there will not be any Long-Term Annual funding in the

foreseeable future.

• Pickleball Canada has no Long-Term Annual funding in place, which poses a threat to the

sustainability of all programs such as:

o Coaching, player development, officials, player ratings, tournaments and ambassadors,

• Costs to rent / lease park and recreation facilities is increasing every year. The rate of increase is

at a rate faster than inflation as more agencies try to make facilities pay for themselves.

• City population is increasing through re-development, and re-location to urban areas creating

additional demand on facilities.

• In many communities, the demand for pickleball space exceeds supply – given the population

trend, this will become exacerbated over time.

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Vision

Pickleball Canada is nationally recognized for supporting our provinces and territories in developing,

promoting and growing pickleball as an inclusive sport throughout Canada.

Mission

The mission of the Pickleball Canada Organization is to assist and promote the growth of Pickleball as a

game for all ages and to establish rules, policies and standards for the good governance of the game in

Canada.

Values

Pickleball Canada believes in values that promote and develop pickleball by developing and coordinating

programs and services designed to meet the needs of the pickleball community.

Pickleball Canada believes in values that inspire confidence in our decisions and reflect a

shared commitment and passion for growing the game of pickleball. Here is our call to A.C.T.I.O.N.:

Active for life- Pickleball is a fun, stimulating and social sport that can be enjoyed by

everyone.

Caring community- Pickleball offers a family-friendly and competitive environment

where people can come together, play together, and compete to achieve their full

potential. As leaders, we treat each other with respect as we collaborate to achieve

our goals.

Transparency- We make decisions and share information to inspire confidence and

credibility in our leadership.

Inspire- We believe in presenting a bold image of our sport that reflects the passion

and skill required to start and master the game.

Open minded- We are committed to listening to and learning from others; fostering a

culture of collaboration.

National- We trust in the collective wisdom from our Provincial Sport Organizations

that inspires our work.

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Goal 1

Define the roles, responsibilities, and accountabilities of the national, provincial and local governing

bodies in Canada. Roles, responsibilities and reporting relationships at each level must be clearly

defined.

Objective 1a

Clearly define in a constitution or by-laws roles, responsibilities and reporting relationships per

organizational level for which program.

Some responsibilities will belong to one level and others to another level.

Some responsibilities will be shared responsibilities.

Objective 1b

Clearly define the standards by which a province or territory will be accepted as an affiliated

organization of Pickleball Canada.

Municipal and club organizations need to be defined in relation to the provincial

organization.

Municipal and club organizations need to have a reporting relationship to the provincial

organization.

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Goal 2

Establish and maintain Pickleball Canada as the single national governing body for all aspects of the

sport of pickleball in Canada. This shall include all disciplines of the sport and events for males and

females, all age groups and levels of play, including disciplines and events for athletes with a disability.

Sport Canada’s Eligibility Criteria Section A1.1.2 specifies that:

The National Sport Organization is the single national governing body for all aspects of the sport

in Canada, including its disciplines and events. Sport Canada will provide support to only one

Canadian sport governing body as the National Sport Organization responsible for all aspects of

a particular sport. By applying for, and accepting Eligibility, National Sport Organizations are

expected to be the governing body for their sport for males and females, all age groups and

levels, and all disciplines of the sport, including disciplines and events for athletes with a

disability. 12

Objective 2a

Acknowledge the creation and existence of the Canadian Federation of Pickleball (immediately).

Objective 2b

Develop a strategy and plan by November 2016 to either bring the Canadian Federation of

Pickleball onside with Pickleball Canada, and / or to differentiate and make clear the differences

between the two organizations and make the separation clear.

Objective 2c

Develop a communications plan to make clear the union or differences.

Desired Outcome

As the officially recognized national governing body for all aspects of the sport of pickleball in

Canada, Pickleball Canada and pickleball in general will be eligible to become one of the

National Sports Organizations and able to apply to receive appropriate funding.

12 Sport Funding and Accountability Framework (SFAF VI) section A1.1.2

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Goal 3

Secure long-term annual funding for pickleball in Canada by meeting Sport Canada’s Eligibility Criteria

under section A1.2.3 For Sports or a Sport Discipline NOT Currently on the Olympic and/or Paralympic

Program. 13

Objective 3a

Meet all of the requirements of Section A1 (sports organization), including:

a) Section A1.1.2, Pickleball Canada as the single national governing body for all aspects of the

sport of pickleball in Canada. This shall include all events for males and females, all age

groups and levels of play, including disciplines and events for athletes with a disability.

b) Section A1.2.3a, Pickleball Canada meets the minimum number of member provinces and

territories required to become a National Sport Organization by 2019 (8

Provinces/Territories).

c) Section A1.2.3b, Pickleball Canada meets the minimum number participants (5,000

combined total players, coaches and officials) by 2019.

d) Section A1.3, Pickleball Canada is currently incorporated under the Canada Not-for-profit

Corporations Act.

e) Section A1.4, Pickleball Canada shall have a constitution that provides for a volunteer

leadership that is democratically elected by its membership, by-laws and plans for the

regular review of its policies at least every four to six years.

f) Section A1.5, Pickleball Canada has roles and responsibilities for board members and each

committee is clearly defined and includes the by-laws, policies, procedures and has clear

lines for delegation of decision-making.

g) Section A1.6, Pickleball Canada provides formal orientation and training for new board

members or has a plan for the orientation.

h) Section A1.7, Pickleball Canada has demonstrated that athletes, have the opportunity to be

informed and to provide input into matters affecting them.

Objective 3b

Meet all of the requirements of Section A2 (policies), including:

i) Section A2.1, Pickleball Canada has formally endorsed the principles of the 2011 Canadian

Policy Against Doping in Sport.

j) Section A2.2, Pickleball Canada has a formal policy on Official Languages, which complies

with Sport Canada guidelines on Official Languages this extends to the delivery of services in

both French and English and communications with the public.

k) Section A2.3, Pickleball Canada has a formal policy, demonstrating commitment to equity

and access, notably for women and girls, persons with a disability.

13 National Sport Organization Eligibility Elements – Summer Sports: 2016 Website address: http://canada.pch.gc.ca/eng/1414085666196/1414085764726 Section A1.2.3 For Sports or a Sport Discipline NOT Currently on the Olympic and/or Paralympic Program

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l) Section A2.4, Pickleball Canada has a formal policy on discrimination, harassment and abuse

that demonstrates a commitment to an environment free of harassment, abuse and

discrimination.

m) Section A2.5, Pickleball Canada has an internal dispute resolution process consistent with

established principles of due process and natural justice.

n) Section A2.6, Pickleball Canada has adopted a code of conduct applicable to all participants.

o) Section A2.7, Pickleball Canada has developed a conflict of interest policy for the members

of its Board of Directors to ensure a fair decision-making process.

Objective 3c

Meet all of the requirements of Section A3 (planning and financial management), including:

p) Section A3.1, Pickleball Canada has a comprehensive multi-year plan tied to a budget,

ratified by the Board of Directors and includes a Strategic plan an Operational Plan and a

Budget covering the last fiscal.

q) Section A3.2, Pickleball Canada has independently audited financial statements for each of

the last four fiscal years.

a. Demonstrate operating revenues of no less than $50,000 in each of the last four

fiscal years.

b. An annual operating expenditures from the last fiscal year.

c. The net annual surplus or deficit from the last fiscal year.

d. An accumulated deficit of less than 20% of the annual expenses of the organization.

e. A deficit recovery plan, if the percentage of deficit is greater than 20%.

r) Section A3.3, Pickleball Canada has a Board-appointed Finance and/or Audit Committee.

Objective 3d

Meet all of the requirements of Section B (programs and services requirements), including:

s) Section B1, Pickleball Canada has an active coaching certification program, which is

supported by the Coaching Association of Canada.

t) Section B2, Pickleball Canada has an active officiating program for all levels of competition.

u) Section B3, Pickleball Canada has an active classification system (players rating system.

v) Section B4, Pickleball Canada has a plan for Long-Term Athlete Development.

w) Section B4, does not apply to a Sport Discipline NOT Currently on the Olympic program.

Desired Outcomes

Short-term grants are secured for the development of one-time projects such clinics, coaching,

facilities or referees development (to be defined). Medium-term funding is secured for the

start-up and development of two or three year projects such as regional tournaments (to be

defined). Long-term annual funding is secured from a funding agency for long-term projects (to

be defined).

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DEFINITIONS AND PROCESS

Strategic Planning

Strategic planning is an organization's method of defining its strategy, direction, and making decisions

on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding

the implementation of the strategy. A strategic plan is a document used to communicate with the

membership and potential funders the organizations goals, and the actions to achieve those goals.

Strategy

Strategy involves setting goals, determining actions to achieve the goals, and mobilizing resources to

execute the actions.

Governance

Governance is the system of by-laws, rules, practices and procedures by which a company or association

is directed and controlled. Governance essentially involves balancing the interests of the many

stakeholders in a company - these include its membership, management, board members and others as

defined by the association.

Where is the organization now?

• Legal status (incorporated)?

• When was the most recent AGM?

• Number of members?

• Financial report?

How is the agency governed?

• Who are the executive officers?

• How are officers elected / appointed?

• What are their terms of office?

• What are their responsibilities?

• Who are they accountable to (accountabilities)?

• Organization Chart (structure)

• How are decisions made?

• Other

What are the most relevant By-laws and Policies?

• Attach complete By-laws and policies.

Board of Directors

The board of directors is the primary direct stakeholder influencing the association’s governance.

Directors / officers are elected by members or appointed by other board members, and they represent

members of the association. The board is tasked with making important decisions.

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Good and Bad Governance

1. Bad governance casts doubt on an association's reliability, integrity, and warns off potential

funders of the association. Poorly structured boards make it very difficult for the association to

plan or to make progress towards goals.

2. Good governance creates a transparent set of rules and controls in which membership

(stakeholders), directors and officers have aligned incentives.

Success of Strategic Planning

Boards are ultimately responsible for the long term success of their organizations. This means that

strategy cannot be neglected; it must be the central element of the board’s activities. Success is

achieved when a Board is highly committed to the strategic plan and assigns the appropriate resources.

Stakeholder

One that has a stake in the association. A person or business that has invested money in something the

association.

Environmental Scan

An environmental scan is an objective review of the current and anticipated external factors that may

impact your organization such as changes or constants in;

• Demographics,

• Regulatory requirements,

• Funding requirements,

• Competing agencies, and

• Other factors.

The environmental scan helps an association to understand the broader context in which it is operating.

By investing the time to identify key trends and environmental factors that impact an association, one

can begin to think through the implications and, where appropriate, plan a course of action.

SWOT

SWOT analysis is largely based on the environmental scan and is a study undertaken by an organization

to identify its internal strengths and weaknesses, as well as its external opportunities and threats.

Strengths and weaknesses are often internal to your organization, while opportunities and threats

generally relate to external factors.

Strengths

What advantages does this organization have?

What do you do better than anyone else?

What unique skills or resources can you draw upon that others can't?

What do new members see as your strengths?

What factors mean that you gain "new membership"?

Weaknesses

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What could you improve?

What should you avoid?

What are new members likely to see as weaknesses?

What factors are likely to lose members?

Be realistic, and face any unpleasant truths as soon as possible.

Opportunities

What opportunities are available?

What interesting trends are going your way?

Useful opportunities can come from such things as:

o Changes in demographics and philanthropic and donor trends.

o Changes in government policy and funding related to pickleball and sports.

o Changes in social patterns, population profiles, lifestyle changes, and so on.

o Local events.

A useful approach when looking at opportunities is to look at your strengths and ask yourself whether

these open up any opportunities. Alternatively, look at your weaknesses and ask yourself whether you

could open up opportunities by eliminating them.

Threats

What obstacles do you face?

What are your competitors doing?

Are quality standards or specifications changing?

Are changing demographics or philanthropic and donor trends a threat?

Does the organization have bad debt or cash-flow problems?

Could any of your weaknesses seriously threaten the association?

Strategic Vision

The strategic vision provides an overview of where you want to be at a specific time in the future. It

helps provide the overarching principles for all the detail contained in later sections. The vision should

also support the strategies and agenda of the target audience (the members). The strategic vision

should present the ideal, but achievable, outcome.

Mission Statement

A mission statement is a statement which is used to communicate the purpose of the organization.

Mission statements are normally short and simple statements.

Mission vs Vision Statements

The Mission Statement concentrates on the present; it defines the members, critical processes and it

informs you about the desired level of performance. The Vision Statement focuses on the future; it is a

source of inspiration and motivation.

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Mission Vision

About HOW you will get to where you want to be. Defines the purpose and primary objectives related to your members needs and core values.

WHERE you want to be. Communicates both the purpose and values of your business.

Answers questions

What do we do? Where do we aim to be?

Time frame

The present leading to the future. The future.

Function It lists the broad goals for which the organization is formed. Its prime function is internal and its prime audience is the leadership, and members.

It lists where you see yourself some years from now. Its primary function is external for communications with the public.

Developing a statement

What do we do today? For whom do we do it? What is the benefit?

Where do we want to be going forward? When do we want to reach that stage? How do we want to do it?

Features of an effective statement

Purpose and values of the organization: Who are the organization's primary stakeholders? What are the responsibilities of the organization towards the stakeholders?

Clarity and lack of ambiguity: Describing a bright future; memorable and engaging expression; realistic aspirations, achievable; alignment with organizational values and culture.

Values and Guiding Principles

Value statements are declarations about how the organization wants to value their stakeholders and

community. These value statements explicitly define how people will behave with each other in the

organization. Guiding principles represent a broad philosophy that guides the organization throughout

its life in all circumstances, regardless of changes in its goals, strategies, or other changes in the

organization. Values and Principles are related.

Developing a Values and Guiding Principles Statement

1. Values and principles represent the core priorities in the organization’s culture, including what

drives members’ priorities and how they truly act in the organization.

2. Developing a values and principles statement can be quick. Participants may use methods

ranging from highly analytical and rational to highly creative.

3. Establish four to six core values and principles from which the organization would like to

operate. Consider values and principles of members, shareholders, and the community.

4. Incorporate into the strategic plan, actions to align actual values and principles.

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Goals and Objectives

The terms goals and objectives are often used interchangeably, for the purposes of clarification,

following definitions are used in this paper.

Goals

Goals are the ends toward which a solution is directed. Goals are often a direction that the organization

will be moving for a long period of time. Goals are outcome statements to guide implementation of the

strategy. Goals tend to be general or broad and ambitious, they also must be clear and realistic in order

to clarify the direction and gain support of the stakeholders.

Objectives

Objectives are time-limited and achievable and provide the detail and the steps by which goals will be

accomplished. Objectives must be SMART.

S Specific

M Measurable

A Attainable

R Relevant to the Goal

T Time-limited

Prioritizing Goals

1. Goals need to be ranked and prioritized. Ranking allows you to postpone or ignore the lowest

ranked goals and address the most important ones first.

2. Transparency in setting priorities is important. If the strategic planning committee fails to

include an important part of the community, their voice will not be heard in setting goals and

priorities.

Choosing Priorities

Choosing priorities can be done in two ways:

1. Public voting. The downside is that the voting is not done privately.

2. Individual voting for rankings. Ballots are tallied to discover which goals received the most

votes.

Desired Outcomes

The “desired outcome” is from a logic model planning, and is a tool frequently used by funders,

managers, and evaluators of programs to evaluate the effectiveness of a plan or program. The logic

model is used to assess the "if-then" (causal) relationships between the goals, objectives and the desired

outcomes of the plan. Stating the desired outcome per the defined goal defines the changes or benefits

that should result from the plan or program. Depending upon the goal and objectives, the desired

outcome can be stated in terms of the short-term, medium-term and long-term outcome.

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A separate document (template) contains the Action Plans, which are sometimes referred to as the

Work Plans.

Action Plans

An action plan is a document that lists what steps must be taken in order to achieve a specific objective.

The purpose of an action plan is to clarify what resources are required to reach the objective, formulate

a timeline for when specific tasks need to be completed and determine what will be delivered.

Performance Management / Review

Performance Management and Review will be found in a separate template.