Greater San Diego City Tennis Council - Partnership for Tennis Courts

Throughout the years, I have frequently expressed my belief that tennis players are not the most effective advocates for their sport. However, recent experiences have led me to realize that appearances can be deceiving. I have had several encounters with a USTA section that demonstrated a clear discrepancy between their public statements and their true intentions. I learned, that when a USTA executive claims to be promoting tennis or engaging in advocacy, it is crucial for us to delve deeper and ascertain their underlying motives which may be in direct contradiction to their stated objectives.

Fortunately, though, there are entities in our sport that have a true mission statement and do what they set out to do. One of them is in Southern California. San Diego, to be exact. It’s the Greater San Diego City Tennis Council (GSDCTC).

A friend of mine introduced me to David Gill, the President of the organization. David then shared with me a well-written article about the nonprofit, which was published in the January 2024 issue of Racquet Sports Industry. Authored by Kent Oswald, the article provides a comprehensive overview of GSDCTC's mission and accomplishments. I found it particularly noteworthy that they have successfully renovated approximately 300 tennis courts across 70 facilities. However, I was compelled to further explore the subject and offer valuable insights to our readers, such as a roadmap for engaging in similar initiatives nationwide. Currently, the growth of tennis is hindered by two significant factors, which collectively pose challenges that could potentially diminish the status of our sport.

1. Real Estate Values
   Especially in states like California, New York, Florida, and various others, real estate developers are enticing club owners to sell, consequently paving the way for the construction of condos and apartments. This trend provides a significantly higher return on investment compared to a "regular" tennis club.
   

2. Pickleball
   The conversion of tennis courts to Pickleball courts means that those tennis courts are likely lost to our sport permanently. As the number of tennis courts decreases, participation in tennis inevitably decreases as well. It is important to note that claims of tennis growth at this time should not be believed, as that opportunity has passed a while ago. The tennis growth data published by the USTA for 2023 appears to lack credibility, similar to the questionable pickleball data that claims there are 32 million pickleball players.

Upon reading the Facebook post made by a tennis professional based in Phoenix, AZ, expressing frustration over the Mesa School District's decision to allocate funds for the resurfacing and lighting upgrades of the tennis courts for pickleball rather than supporting an after-school tennis program, I was taken aback. This situation raises concerns about the potential nationwide implications if such actions are commonplace. Additionally, I wondered about the involvement and awareness of the United States Tennis Association (USTA) or its Southwest section in this particular matter

Look for the entire post in my article “The war over tennis courts is intensifying and it’s not looking good for tennis.” My conclusion is that there is a need for more advocacy and other initiatives to create usable tennis courts and preserve the existing ones.

Steps to build an organization similar to GSDCTC in your part of the country

A. Are you a numbers person?
If you're not someone who excels with numbers, it's essential to find a partner who does. David Gill, a finance expert, possesses the knowledge and expertise in budgeting, strategic capital allocation, and leveraging donor funds. These topics are crucial for you to have a solid understanding of this complex undertaking. If you lack proficiency in these areas, it is advisable to seek assistance from someone who does.

B. Create a 501-c-3 nonprofit organization
It is highly recommended to have someone on board who possesses strong attention to detail and is knowledgeable about the intricacies of nonprofits, boards, 990s, and State/Federal tax IDs. If there is an attorney among your tennis players/students, it would be advantageous to bring them on board. Their expertise will be invaluable to your organization.

C. Establish strong relationships and assemble an influential Advisory Board
The individuals comprising your Advisory Board must be exceptional and distinguished in their respective fields. They possess extensive knowledge, exhibit astute business acumen, demonstrate generosity, and possess wide-ranging connections, enabling them to accomplish remarkable feats. Your approach extends beyond engaging solely with tennis professionals. Notable local politicians, prominent investors, and renowned celebrities can play pivotal roles in advancing our primary objective: raising funds.

David, for instance, has secured esteemed individuals for his Advisory Board, including a former San Diego City Manager, the proprietor of a luxury tennis resort, and a distinguished member of the Basketball Hall of Fame. These esteemed members, and others, form a powerful network that facilitates the exchange of ideas, provides assistance with securing grants, and offers invaluable support in various other areas.

Utilize an annual fundraiser as a means to secure consistent donors who will provide the necessary funds for upcoming projects. Once a budget is established, develop a Strategic Capital Sharing plan that aims to attract 2 or 3 additional funding partners for each project. These funding partners may include USTA section/foundation grants, USTA national grants, as well as private funders, companies, or individuals.

D. Focus on public and high school courts
Public and semi-public courts, including those at high schools, often require assistance more than private club courts. It is advisable to engage in discussions with school principals, park staff, district-level administrators, and county-level administrators. It is important to familiarize yourselves with 'shared use agreements' and 'joint use operations'. If feasible, consider partnering with an operator who can oversee ongoing maintenance and provide general oversight.

E. Determining the project requirements and securing the funds
To successfully execute the project, it is essential to identify the necessary components and obtain the required funding. This may involve resurfacing, windscreen installation, and lighting arrangements. If time constraints prevent proper oversight, it is advisable to enlist the services of a project manager.

Furthermore, it is crucial to establish a set of guidelines for each project. For instance:

• The tennis courts should be accessible to the public, at least during specific time periods. For example, for a school, the courts should be open in the afternoons/evenings and on weekends.

• Arrangements should be made for ongoing maintenance, which includes court cleaning, net replacement, and other necessary tasks. If required, proper training should be provided to the janitor for court cleaning procedures.

If you have specific questions I haven’t covered here, feel free to email David Gill. His message for you all: “Build powerful relationships. Get regular donors and more on a project basis. Do a good job leveraging donor funds and you can be successful!”