Moorgate LTC :
Clubmark Application
Section 1 : Business Plan
December 2010
Section 1 : Business Plan
1.1 Moorgate LTC – Background
Moorgate LTC was established in 1897 and until 1997 the club had four red shale
courts, which with the aid of lottery finance were resurfaced in tarmac in time for the
start of the 1998 season. At that time the club utilised a part brick and timber based
club house that provided changing room, toilet and refreshment facilities with a small
kitchen and lounge area.
On December 31st 1999, the tennis pavillion, was subject to an arson attack which
rendered the building incapable of being repaired. Due to the nature of the part
timber construction Moorgate had been unable to secure full buildings insurance
cover to enable a full re-build in a modern day construction. This left the club with
insufficient funds to re-build a new pavilion and in the absence of any facilities, other
than the existing courts the club was in danger of going out of existence.
The club were however able to sell off an area of land for a single building plot, with
the sale proceeds being utilised towards the development of a new clubhouse and
car park. In order for this to be achieved required a lengthy planning permission
process followed by extremely difficult negotiations with nearby residents in order to
resolve private road access issues. This took longer than expected and involved
complex legal processes which took several years to achieve. It was not until
December 2007 that the new facility was completed. During this period of time the
membership had declined to approximately 40 players, with the club just managing
to survive these difficult times.
Since the provision of the new facilities, membership has now substantially improved
across all sections. However during the years of 2001 – 2008, the club were unable
to make provision for a sinking fund. It is only since the provision of the new facilities
that the club has been able to move forward both in terms of development of the
membership and establishing a financial strategy.
The committee team most of whom worked tirelessly to successfully complete the
new clubhouse development project continue to serve the club on a voluntary basis
and as a team are fully committed to help secure the long term future of the club by
improving facilities and increasing membership in due course.
1.2 Moorgate LTC – Local Community & Competitors
Moorgate LTC is very close to the centre of Rotherham and offers good access
routes from all main neighbouring communities spanning approx South Yorkshire
boundaries.
Whilst the main target member base is traditionally non-Sheffield residents which is
already served with a number of well established Sheffield Tennis clubs, Moorgate
LTC does secure members from the Sheffield region.
The traditional key competing junior sports in the Rotherham based area are
Football, Cricket, Hockey and Netball. The closest comparable club to Moorgate is
Ravenfield LTC which offers only 2 courts and very limited clubhouse facilities. Other
clubs in the surrounding areas include Barnsley LTC, Doncaster LTC, Mexborough
Tennis Club and Tickhill LTC.
With the help of Head Coach, since development of the new clubhouse, Moorgate
has been developing a more open “tennis for all” philosophy which can be
demonstrated by our Tennis Programme detailed in Section 2 of our Clubmark
application document.
Our membership strategy is based upon a “no joining” fee charging policy and we
have opened up opportunities for non-members to use our facilities to aim to attract
new membership.
Our programme approach is based upon a “Treating Members Fairly” policy where
the committee team strive to offer all types of playing members the opportunity to
play throughout the week, throughout the year. Given we offer restricted facilities,
particularly in the Winter months, we have recently secured planning permission for
floodlighting facilities and part of our near term plan, funds permitting, is to install
floodlights in order to extend playing hours and court utilisation.
1.3 Moorgate LTC – Existing Facilities
The club has 4 tarmacadam based courts with no floodlighting facilities.
Whilst a regular maintenance programme has aimed to keep the playing surfaces in
good order the main structure of the top playing surface has started to wear away
which has led to major problems with moss infestation.
Various contractors have been engaged to help with this issue over the past 2
seasons but we have been advised that the surface needs to be relaid as soon as
the club can secure the funds to do so.
In the meantime we have organized regular working parties to aim to both repair and
maintain the playing surfaces as and when necessary. This has become a major
concern and the committee is regularly monitoring the situation to ensure the playing
areas are kept as safe as possible.
As detailed earlier the club has a modern structure clubhouse with very good
changing room, and toilet facilities. There is a kitchen area and a small members
lounge area with seating and meeting facilities. The club offers ample car parking
and access facilities are available for disabled.
The committee recognizes that high standard playing facilities are key to maintain
and development our membership and thus in the short to medium term the club aim
to:
(a)Relay all 4 courts with a high standard playing facility (Tarmacadm or Artficial
Grass, recent ballpark quotations have been received for both types.)
(b)To install floodlights to increase court availability in particular during the winter
months. This should help to increase our reach to juniors.
1.4 Moorgate LTC – Membership data
Since the Clubhouse redevelopment was completed in December 2007 the Club
has achieved growth rates in membership numbers and attendance levels have
significantly increased.
This has been achieved through:

Appointment of Head Coach with a more formalized agreement in place than
previously adopted

Offering a variety of playing opportunities and recognizing the varying needs
of tennis club members (coaching, competitive tennis, social tennis and junior
integration)

Regular organized social events throughout the year

Maintaing a core team of established volunteers and inviting participation in
the club’s development to all members with open communication encouraged
at all times
The club has worked hard to aim to increase the Junior playing membership as this
is recognized as key for the future of the club. Recent programmes with local schools
has yet to fully return significant results in our junior membership but this is a key
strategy for us and are engaged with local education contacts to help widen our
community outreach where possible. The club has supported schools events by
offering facilities when requested whenever possible.
< Membership Data > Further Data To be provided by Anne
1.5 Moorgate LTC – Marketing & Promotion
Moorgate has a fully self-contained and managed web-site which is used both for
external information and marketing promotion as well as a portal for membership
participation. The site is currently maintained by the Club Secretary and is regularly
updated with club news, membership matters, tennis programme information and
details of forthcoming social activities.
The Head Coach attends local schools to provide coaching course mainly during
curriculum time.
1.6 Moorgate LTC - Strengths & Weaknesses
Strengths
Weaknesses

Friendliness of Club

Quality of court playing surfaces

Competitive fees

No floodlighting

Good social programme

Full Junior membership development

Junior coaching programme

Experienced coach

Balance of court utilisation

Large local membership

Funding opportunities

League tennis opportunities

Potential for access to funding

Established volunteers, club

Balance between league /
(versus number of Full Adult)
competitive tennis versus social
constitution and enthusiastic
committee members with wide
ranging business capabilities

Growing membership

Developing integration with schools

Good team results in recent
seasons
tennis

Need to get more members to attend
social events

No established ratings system
although started to develop this

Age range of members – generally
ageing membership
The committee team universally agree that the majority of the club’s perceived
weaknesses would be addressed by the proposed project/s to establish better quality
playing surfaces and by offering floodlit facilities offering extending playing time in
spring, autumn and winters months.
1.7 Moorgate LTC - Financial Information
< accounts summary – Brian W>
1.8 Moorgate LTC – Key Aims & Objectives
Management & Administration

The Tennis Club should be well managed in a professional and
effective way.

Good & effective communication should be maintained.

Information should be readily available to new, potential and existing
members.

The Tennis Club should work smoothly and effectively with the rest of
the Sports Club.
Playing Opportunities

The ultimate objective should be to enable playing opportunities for all
members at their preferred time.

Achieve higher utilisation of courts.

Ensure that junior opportunities are given sufficient priority.

Provide opportunities for developing juniors to play against / with adult
members.

Provide a balance of competitive and social tennis.

Provide opportunities for members of all abilities including disabled
members to play and enjoy tennis in a friendly and sociable
environment.
Developing players and help to achieve potential
 Provide structured coaching programmes for junior tennis.
 Ensure access to and availability of a suitably qualified coach.
 Identification of juniors to participate in league tennis and other events.
 Utilisation of LTA ratings system.
 Provide suitable playing opportunities to enable development including
technique and court etiquette.
Coach development
 Ensure that the Coach maximises his / her development.
 Provide financial support to Coach’s development.
 Ensure that the coaching package encourages loyalty & continuity of
tenure in the medium to long term.
 Identify, encourage and support individuals who may be interested in
developing coaching skills or becoming tennis leaders / coaching
assistants.
Competitions & Tournaments
 Provide competitive opportunities for all.
 Regional league tennis for juniors and adults.
 Friendly games against other clubs to encourage wider participation.
 Regular Club tournaments with an emphasis on fun & participation.
 Participation in Open tournaments to develop Club name.
 Run our own Open tournament.
 Encourage participation in County & National events particularly at
junior level but also for adults.
Facilities
 Ensure that good quality facilities are provided for use by members.
 Maintain a high quality playing court surface.
 When replaced, the Court surface should be selected based on the age
profile of the membership.
 Perimeter fencing should be maintained in good & safe condition.
 Floodlighting needs to be provided
 The Clubhouse facilities are a reflection on the Tennis Club therefore
changing facilities, kitchen facilities and bar / lounge need to be of a
suitable standard.
Marketing, Sponsorship and Promotion
 Market the Club to existing members, potential members inside the
Sports club and potential members outside the Club.
 Maximise available communication opportunities by utilising excellent
e-mail database.
 Maintain the excellent standard of the Club’s web site using as an
effective communication medium both within the Club and for
promoting the Club externally.
 Promote facilities and events through the local community including “in
school” projects.
 Obtain sponsorship for certain events e.g. Play Tennis, Tournaments.
 Promote the Club to parents of participants in junior coaching
programme.
 Possibly utilise the courts during off peak periods via corporate events
or links with local schools.
Social activities
 Continue to encourage greater participation in the social side of the
Club.
 Run social functions to enhance general Club atmosphere.
 Have a continuous programme and encourage new ideas
Membership numbers & Fees
 Obtain the optimum membership numbers for the facilities available.
 Actively manage the transition of “maturing” juniors to adult members.
 Obtain sufficient income levels to fund the maintenance and
replacement of good quality facilities.
 Membership targets need to be realistic and take into account other
objectives (such as court availability).
Child protection issues
 A Child Protection Policy is in force and adhered to.
 There is a suitable person appointed as Child Protection Officer.
 Any recommended guidelines are followed where ever possible.
1.9 Moorgate LTC – Action Plan 2010 to 2011
Action Plan
a) The tennis club has an appointed treasurer who has fulfilled this role for a
number of years. Regular committee meetings are held and the clubs
financial position is usually an agenda item. The clubs finances are regularly
reviewed and at the clubs financial year end, the accounts are externally
audited by a local practice of Chartered Accountants.
b) The club are looking to maintain and improve facilities, which will benefit not
only existing members, but will hopefully attract new members and players
within the area.
c) Monies are primarily raised from the membership via subscriptions and social
events. Social events may include for club tournaments, pizza/curry nights
and dinner dance etc... Occasional small donations are received from
previous members. Sponsorship was until recently achieved at a low level,
but in the present economic climate the club is not able to obtain any
meaningful sponsorship. Subscriptions are reviewed annually and confirmed
by the membership at the annual general meeting.
d) The clubs short term aims are to achieve Clubmark status. In the medium
term the club hope to apply for grants in order for resurfacing of the courts to
be carried out and thereafter make further applications for financial assistance
in order for floodlighting to be provided. The club have planning consent for
floodlights.
e) The club have a general policy of endeavouring to increase membership
across all sections, with particular reference to juniors. The club are also
actively seeking avenues of obtaining finance and grants in order to maintain
and improve facilities.
Sinking Fund
Over recent years the club has achieved a net trading surplus of approximately
£1,000 per annum. The club presently have available funds of approximately £9,000
towards resurfacing and would hope to obtain grant and loan assistance in order for
resurfacing and at a later date floodlighting to be provided.
Moorgate LTC – Detailed Working Action Plan 2010
Category
Competitive
opportunities
Action
Increase junior competitive
play
 Enter mini red tennis
leagues
 Increase number of
S&D Junior League
entries
 Encourage teenagers to
play in Adult league
teams
Increase adult competitive
play
Responsibility
Junior
committee /
Head Coach
Resources
Parental
support
Main committee
/ team captains
None
Main committee
supported by
appointed
special subcommitee
Estimated
cost
Significant
time
resource
Timescale
Mar 2011

Facilities
Coaching
Club
Assuming new facilities,
enter winter floodlit
leagues increasing
competitive
opportunities through
the year
Renovate existing playing
facilities
Separate action plans exist
covering;

specification / tender /
estimating

fund raising

project management
Progress is currently limited
by existing number of courts
/ court availability

increase coaching via
schools links using
school’s own facilities
or day time court
availability at Moorgate

Aim to appoint further
Junior Oragniser to
support Head Coach

Provide support to
develop training of Ian
Poole (coach)

Increase holiday
activities / camps
Club to achieve Club Mark

Initial ClubMark club
Coach
Junior
committee
Main
Committee
Spring 2011




workshops
Review scope of
work, agree & assign
tasks
Regular progress
review in initial
developing phase
Agree development
of draft Clubmark
Manual & timescales
Finalise Club Mark
evidence folder
Dec 2011