2011/12 Report - Canterbury Tennis

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TENNIS CANTERBURY REGION INCORPORATED ANNUAL REPORT 201 1-201 2 CHAIRMAN’S REPORT There can scarcely have been a more dislocated year for Tennis Canterbury since its beginnings in 1890, at least within living memory. Yet at the end of that year (April 2012), in many ways the organisation was stronger than ever with a clear pathway ahead by way of a robust Strategic Plan in regard to its operational activities and very exciting options in regard to a future tennis centre. A year then, of planning rebuilding. The 2011 earthquakes commencing on 22 nd February 2011, just several weeks before the beginning of the year embraced by this report, had profound consequences on all aspects of Tennis Canterbury Regions Incorporated’s (TCRI) year. Wilding Park had of course been devastated by the earthquakes and the facilities of a number of clubs had also been damaged to various degrees. Joint meetings were held between the TCRI Board and the Wilding Park Foundation Board in order to come to terms with the magnitude of the task ahead. Both Wilding Park Foundation and TCRI necessarily had to begin to consider the tasks facing them and to work in cohesion with each other. Interclub, both at junior and senior level had been greatly disrupted by the February 2011 earthquakes and a difficult season ahead was initially looming this past year. However, as a result of a superb commitment by the Clubs, (who made available at some sacrifice to their members, a requisite number of courts for Interclub) and the exceptional commitment by TCRI’s staff to the huge task of coordinating the allocation of players to courts throughout the season, Interclub was very successfully run at all levels. Quite apart from the commitment of the Clubs, the players themselves not only accepted the playing of Interclub away from a central venue, (unique in itself in New Zealand) but actually embraced it with social activities often arranged around the interclub ties, which had many positive benefits. The year also saw the standing down of our former CEO David Blackwell who had held the reigns in this role for some 20 years. During this period of time he successfully established the Canterbury Region at the forefront of tennis in New Zealand in terms of achievement in so many areas, establishing a number of initiatives which were in many instances adopted nationally and which still remain in place today. I extend my very grateful thanks to David for his leadership of the organisation throughout that period of time and for all that he has achieved for the benefit and advancement of the sport in the Region. In his place has stepped Neil Prior as our new CEO. Neil has had a substantial background with Tennis Canterbury having been for over a decade a member of the Marketing Advisory Group and more recently a Board Member. He brought with him a wide range of skills, perhaps most strongly seen in the marketing and communication fields and since he started in January 2012 he has undoubtedly “hit the ground running”. His time commenced just at the time that the Board looked to implementation of a new Strategic Plan which it has spent so much pain staking time constructing. Moreover, Neil has necessarily applied a substantially disproportionate amount of time towards earthquake recovery but what he has achieved in a relatively short period of time has been quite remarkable. Not only has he fully embraced and understood the technical complexities of the construction and insurance fields but he has also, by his energy and enthusiasm, placed TCRI at the forefront of sport bodies in Canterbury who are leading sports’ reconstruction and recovery drive. I must also extend my very grateful thanks and appreciation to the staff at Tennis Canterbury. Through all types of difficulty and disruption they have not only persevered but have been dynamic in the organisation of regional tennis in this last year, during particularly difficult times. Their results, particularly in regard to the successful Interclub year, have been quite spectacular. 3
As to the Board and the Advisory Groups, their members have been called upon to address governance issues at a pace and to an extent well beyond normal expectations. The Board has met for more than double the usual expected annual number of meetings, in view of the additional meetings and workshops convened specifically to draft a new Strategic Plan and also to address the building or reconstruction of a future tennis centre. There has been demonstrated an extraordinary commitment by all Board Members and I am greatly indebted to them for their huge governance contribution in this most difficult of years. The outcome, to which I turn shortly, will serve the sport very well in the next few years. Apart from the usual operational business of Tennis Canterbury, which has not largely abated, there was the compelling need to draft a new Strategic Plan, which was due last year in any event, and which led therefore to the opportunity fully to consider the values and priorities for the future which we saw for the organisation. The draft plan was sent to the Members for consideration and consultation. In the Plan there are set out our values (the five values being integrity, accountability, excellence, collaboration and innovation) and also the big five strategic priorities, which are fully set out in the Plan. The Board spent up to 20 hours in several dedicated workshops to identify the values which drive us and the purposes and priorities which we will set to attain. A large undertaking but a rewarding outcome. Recognition must also be given to the Advisory Groups in the areas of Game Development, Interclub and Marketing and Communication, which have been very energetic and pro-active in terms of advancing their particular areas of expertise in order to advance the priorities under the Strategic Plan. In summary, we have strongly overcome the adversities of early last year and by rigorously addressing the specific difficulties, (such as Interclub) and by planning for the future. We conclude the year by being in a position where we clearly have a vision for the future and can look in this next year to restoring much of what was damaged, delayed or disrupted. With adversity comes opportunity and this next season looks to be a very exciting one indeed. Peter Maciaszek Board Chairman 4 *****
Page 2 and 3: TENNIS CANTERBURY REGION INCORPORAT
Page 6 and 7: CEO’s REPORT It is my pleasure an
Page 8 and 9: GOVERNANCE I believe that our sport
Page 10 and 11: I NTERCLUB RESULTS 2011-2012 SENIOR
Page 12 and 13: JUNIOR CANTERBURY JUNIOR WINTER TOU
Page 14 and 15: NATIONAL EVENTS JUNIOR 2012 SLAZENG
Page 16 and 17: CANTERBURY SENIOR RANKING LIST 2011
Page 18 and 19: A WARDS Grand Prix The winners of t
Page 20 and 21: JUNIOR DEVELOPMENT PROGRAMMES SCHOO
Page 22 and 23: Peter has continued this rich vein
Page 24 and 25: ADMINISTRATOR OF THE YEAR ASB GRAND
Page 26 and 27: Senior Men Senior Women Division 1
Page 28 and 29: CANTERBURY CHAMPIONSHIP WINNERS Men
Page 30 and 31: PAST OFFICERS President Management
Page 32: Wilding Park Foundation CONSOLIDATE
Page 56 and 57:
WILDING PARK FOUNDATION INCORPORATE
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2011/12 Report - Canterbury Tennis

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