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British Tennis (LTA): Blueprint Update - Clear Signs of Progress
British Tennis (LTA): Blueprint Update - Clear Signs of Progress

Up to 2006, the LTA had made progress in investing in facilities and
taken significant steps in modernising the governance of the sport in
order to prepare the organisation for a clearer sense of direction and a
more joined up approach to influencing the sport. The challenge was to
make more effective use of the energy and commitment of volunteers
and the wider tennis workforce in order to benefit the sport as a whole.

The Blueprint set out the vision and the long term strategic plans.
The strategy spans all aspects of tennis and is set out in the different
sections of the Blueprint.

With finite resources (the LTA invests approximately £50m a year in a
market of £1.3bn in value) and many important goals, strict priorities
had to be set for Blueprint implementation. In a sport with many
traditions and much traditional thinking, tough decisions have been taken.

Work commenced on two main fronts:
  • The redesign and alignment of the LTA organisation and the use of its resources, so that it could best serve and support the growth of the sport
  • The establishment of a clear, joined up and sustainable approach to improving men’s and women’s high performance tennis
Four years on there is a streamlined, more focused organisation in place
with solid foundations for growth including:
  • Facilities investment
  • Communications
  • Membership
  • Service
  • Face to face local contact
  • Competition
  • Talent identification
  • Funding. 
The approach to high performance player development has been
embedded and is now sustainable, subject to continuous improvement
and appropriate funding of the high performance network.

With these foundations in place the LTA is now in a position to direct
more of its time and resources towards enabling the sport to grow the
number of weekly participants.

This will be done by improving awareness of tennis facilities (location,
services available, cost), targeting facilities investments to increase
access to places to play tennis and improving tennis opportunities
through supporting the tennis workforce, in particular coaches in their
clubs, parks and schools.

These issues will be the main focus of the LTA over the next three years,
along with the sustainment of the established approach to developing
high performance players.

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